developing an it bidding maturity model (itbmm) for it ... · research overview: this research has...
TRANSCRIPT
Developing an IT Bidding Maturity Model (ITBMM)
for IT Firms operating in the Gulf Region
Hasan Bayanouni
School of the Built Environment
The University of Salford, Salford, UK
A Thesis Submitted in Partial fulfilment of the Requirements of Degree of Professional
Doctorate
June 2016
Table of Contents
Table of Contents
Acknowledgements ...................................................................................................................... 9
Abstract ....................................................................................................................................... 10
Chapter 1. Research Introduction ........................................................................................... 13
1.1. Introduction: ................................................................................................................ 13
1.2. Research Overview: .................................................................................................... 13
1.3. Research contributions: ............................................................................................. 14
1.4. Literature Overview: .................................................................................................. 15
1.4.1. Maturity Models:..................................................................................................... 19
1.4.2. Organizational Structure and People: ................................................................. 20
1.4.3. Knowledge Management ........................................................................................ 20
1.4.4. People development management and Training: ............................................... 21
1.4.5. Bid Management ...................................................................................................... 21
1.5. Research Questions: ................................................................................................... 23
1.6. Aims and Objectives ................................................................................................... 23
1.7. Research Method ........................................................................................................ 25
1.7.1. Introduction: ............................................................................................................ 25
1.7.2. Research Strategy .................................................................................................... 25
1.7.3. Research Problem: .................................................................................................. 26
1.7.4. Research Criteria .................................................................................................... 27
1.7.5. Research Design ....................................................................................................... 27
1.7.6. Exploratory work: ................................................................................................... 31
1.8. Thesis Structure .......................................................................................................... 31
Chapter 2. Literature Review: Project Management & Bidding Area ................................. 35
Table of Contents
2.1 Introduction: ................................................................................................................ 35
2.2 Overview of Project Management: .......................................................................... 35
2.3 Tools and Techniques in Project Management: .................................................... 36
2.4 Issues in the Project Management: .......................................................................... 39
2.5 Existing Systems in the Project Management: ....................................................... 41
2.6 Critical Success and Failure factors in the Project Management: ..................... 42
2.7 Bidding Areas: ............................................................................................................. 45
2.8 Implementations of Project Management: ............................................................. 46
2.9 IT and Bidding Process in the Project Management: ........................................... 49
2.10 Summary: ................................................................................................................. 50
Chapter 3. Literature Review: Maturity Model ..................................................................... 53
3.1 Introduction: ................................................................................................................ 53
3.2 Overview of Maturity Model: ................................................................................... 53
Chapter 4. Literature Review: Model area factors affecting maturity ................................. 85
4.1 Introduction: ................................................................................................................ 85
4.2 Factors affecting project management maturity: .................................................. 85
4.2.1 People: ....................................................................................................................... 88
4.2.2 Staffing: ..................................................................................................................... 91
4.2.3 Training and Career Development: ..................................................................... 93
4.2.4 Competency and Skills: .......................................................................................... 94
4.2.5 Process: ..................................................................................................................... 96
4.2.6 Policy/Procedure: .................................................................................................. 100
4.2.7 Communication: .................................................................................................... 100
4.2.8 Tools: ....................................................................................................................... 101
4.2.9 Environment/culture: ........................................................................................... 103
Table of Contents
4.2.10 Organization: ......................................................................................................... 105
4.2.11 Management:.......................................................................................................... 108
4.2.12 Structure: ................................................................................................................ 109
Chapter 5. Research Methodology ........................................................................................ 112
5.1 Introduction ............................................................................................................... 112
5.2 Steps of study ............................................................................................................. 112
5.3 Research paradigm ................................................................................................... 113
5.4 Research approach ................................................................................................... 114
5.5 Research design ......................................................................................................... 116
5.5.1 Historical research design .................................................................................... 117
5.5.2 Experimental research design ............................................................................. 118
5.5.3 Non-experimental research design ..................................................................... 119
5.5.4 Sampling design ..................................................................................................... 120
5.6 Data collection method ............................................................................................. 121
5.7 Analysis and interpretation of data ....................................................................... 121
5.8 Analysis technique used in this study ....................................................................... 122
5.9 Strategies for validating findings ........................................................................... 122
5.10 Credibility ............................................................................................................... 122
5.11 Transferability ....................................................................................................... 123
5.12 Dependability ......................................................................................................... 123
5.13 Conformability ....................................................................................................... 123
5.14 Ethical considerations .......................................................................................... 123
5.15 Summary ................................................................................................................. 124
Chapter 6. Framework Development: ................................................................................ 126
6.1 Developing Draft Framework: ................................................................................ 126
Table of Contents
6.2 Limitation ................................................................................................................... 127
6.3 Proposed Framework: .............................................................................................. 128
6.3.1 Brief about the Bidding Process: ........................................................................... 128
6.3.2 Lead Identification: .............................................................................................. 129
6.3.3 Readiness Review: ................................................................................................. 129
6.3.4 Proposal planning: ................................................................................................ 130
6.3.5 Solution Development: ......................................................................................... 130
6.3.6 Proposal writing: ................................................................................................... 130
6.3.7 Proposal Validation: ............................................................................................. 131
6.3.8 Proposal production: ............................................................................................ 131
6.3.9 Proposal post submission: .................................................................................... 131
6.3.10 Proposed Model Areas and Criteria ....................................................................... 132
1. People ................................................................................................................................. 134
Staffing: ................................................................................................................................. 134
Training & Career development: .......................................................................................... 136
(1) Process: ........................................................................................................................ 141
(2) Environment/Culture: .............................................................................................. 147
Chapter 7. Case Studies: ...................................................................................................... 155
7.1 Introduction ............................................................................................................... 155
7.2 Interview Questions:................................................................................................. 157
7.3 Case Study (1): Organization A .............................................................................. 160
7.3.1 Background ............................................................................................................ 160
7.3.2 Analysis and Discussion ....................................................................................... 162
7.3.2.1 People ................................................................................................................... 162
7.3.2.1.1 Staffing ............................................................................................................. 162
Table of Contents
7.3.2.1.2 Training and Education ................................................................................ 164
7.3.2.1.3 Competency and Skills .................................................................................. 165
7.3.2.2 Process: ................................................................................................................ 167
7.3.2.2.1 Policy/Procedure ............................................................................................ 167
7.3.2.2.2 Communication .............................................................................................. 170
7.3.2.2.3 Tools ................................................................................................................. 173
7.3.2.3 Environment/Culture ........................................................................................ 174
7.3.2.3.1 Top Management ................................................................................................ 174
7.3.2.3.2 Structure: ........................................................................................................ 176
7.3.2.3.3 Organization Culture .................................................................................... 177
7.3.3 Summary and Finding .......................................................................................... 178
7.4 Case Study (2): Organization B .............................................................................. 181
7.4.1 Background ............................................................................................................ 181
7.4.2 Analysis and Discussion ....................................................................................... 185
7.4.2.1 People ................................................................................................................... 185
7.4.2.1.1 Staffing ............................................................................................................. 185
7.4.2.1.2 Training and Education ................................................................................ 187
7.4.2.1.3 Competency and Skills .................................................................................. 190
7.4.2.2 Process: ................................................................................................................ 192
7.4.2.2.1 Policy/Procedure ............................................................................................ 192
7.4.2.2.2 Communication .............................................................................................. 196
7.4.2.2.3 Tools ................................................................................................................. 200
7.4.2.3 Environment/Culture ........................................................................................ 202
7.4.2.3.1 Top Management ........................................................................................... 202
7.4.2.3.2 Structure: ........................................................................................................ 205
Table of Contents
7.4.2.3.3 Organization Culture .................................................................................... 207
7.4.3 Summary and Findings ........................................................................................ 209
7.5 Case Study 3: Organization C ................................................................................ 213
7.5.1 Background ............................................................................................................ 213
7.5.2 Analysis and Discussion ....................................................................................... 217
7.5.2.1 People ................................................................................................................... 217
7.5.2.1.1 Staffing ............................................................................................................. 217
7.5.2.1.2 Training and Education ................................................................................ 219
7.5.2.1.3 Competency and Skills .................................................................................. 222
7.5.2.2 Process: ................................................................................................................ 224
7.5.2.2.1 Policy/Procedure ............................................................................................ 224
7.5.2.2.2 Communication .............................................................................................. 228
7.5.2.2.3 Tools ................................................................................................................. 232
7.5.2.3 Environment/Culture ........................................................................................ 234
7.5.2.3.1 Top Management ........................................................................................... 234
7.5.2.3.2 Structure: ............................................................................................................ 237
7.5.2.3.3 OrganizationCulture ..................................................................................... 239
7.5.3 Summary and Findings ........................................................................................ 241
7.6 Cross Case Studies Analysis .................................................................................... 245
Chapter 8: Conclusion and recommendations ................................................................ 249
References:................................................................................................................................. 256
Table of Figures
Figure 1.2 Systematic Process for Bid Management .................................................................... 22
Figure 1.3 Research Design ......................................................................................................... 30
Figure 3.1 Project Management Process Maturity Model ............................................................ 54
Figure 3.3 Kerzner PMMM .......................................................................................................... 57
Figure 3.4 Contract Management Maturity Model ....................................................................... 58
Figure 3.5 Organizational Project management maturity model .................................................. 61
Figure 3.6 Capability Maturity Model .......................................................................................... 64
Figure 3.7 Organizational change maturity model ....................................................................... 71
Figure 3.8 PRINCE2 Maturity Model .......................................................................................... 72
Figure 3.9 IT-CMF........................................................................................................................ 74
Figure 3.10 Project Management maturity Model ........................................................................ 82
Figure 4.1 Business process management maturity model ........................................................... 86
Figure 4.2 People Capability Maturity Model .............................................................................. 90
Figure 4.3 Hammer PEMM .......................................................................................................... 98
Figure 6.1 Draft Framework .................................................................................................... 127
Figure 6.3 Must Win Process, Carl Dickson............................................................................... 132
Acknowledgements
First of all, thank you God for providing everything I need during this long journey and for
strengthening me all the time during this period.
I would like to thank my family, my parents for supporting me throughout this journey. Also, I
would like to show my thankfulness and love to my wife Fatima Al Zuabi who showed full support
during the thesis writing and UK visits and for her encouragement. Also, for my lovely daughter
Dana by being around all the time.
I would like to express my sincere thankfulness to my advisor Prof. Mustafa Al Shawi and Dr.
Zeeshan Aziz for the great support during my PhD journey and for their motivation. Also many
thanks for all participants in the case studies and interviews for their participation and support to
build this PhD thesis.
Abstract
Abstract
A key focus of presented research is to develop a maturity assessment framework, in order to
enhance the bidding process of the Information Technology (IT) firms. Area of investigation has
been firms operating within the Gulf Region. Key research emphasis has been to address prevailing
knowledge gap in understanding key factors that influence IT bidding capability of firms operating
within Gulf region. The developed maturity framework is based on the selected areas and, that
criterion that have addressed direct effect on the bidding process. The main purpose of developing
this framework is to provide a clear assessment of the existing bidding process from the different
perspectives, to address the existing good practices and to suggest the areas and criteria that need
enhancement by providing a clear roadmap and action plan for a continuous improvement.
The first stage of the research explored the literature review areas. Within state of the art review,
key research in areas of bidding strategies, maturity models and areas affecting bidding progress,
where the review will enrich the Ph.D. research by giving more details about the research gap and
problem.
The second stage of the research explores, discusses and puts forward potential solution to
overcome the research gap and problem by developing a framework. The framework covers the
different areas and criteria as presented in the literature review section. The areas and criteria have
been linked with the deficient theory and literature behind to highlight the real practice and to
validate the proposed framework.
The main areas and criteria covered by the proposed framework are people, process and the
environment or culture. The framework further classifies ‘people’ into staffing, training & career
development and competencies & skills (experience). Besides that, ‘process’ has been classified
into policy or procedure, communication, and tools. Environment or culture has been divided into
management, structure, and culture. The link to the real practice was done on the third stage of
the Ph.D. research by conducting three case studies and testing them with the proposed framework.
Besides that, data was collected for the study and the researcher has analyzed it to test the result
Abstract
of the developed framework. The case studies are followed by recommendations and conclusion
for future enhancement of the framework along with the suggestions for future development.
Chapter (1)
RESEARCH
INTRODUCTION
13
Chapter 1. Research Introduction
1.1. Introduction:
This research has focused on an investigation of various factors that influence IT bidding maturity
and development of an IT Bidding Maturity Model (ITBMM) for IT Firms operating in the Gulf
Region. This chapter highlights the research background, the contribution to the knowledge area,
research structure, aim and objective of this research and research questions. The aim of this
research is to develop a framework that helps IT Firms to enhance their bidding process by
focusing on critical areas and criteria affecting the bidding process. To help IT firms in assessing
their maturity, key goal of the research is to develop a framework to measure the effectiveness of
the bidding process and provide continuous enhancement methodology to increase the bidding
process agility and maturity. Key measures have been highlighted to assess the IT Firm’s
processes related to the bidding process.
1.2. Research Overview:
This research has focused on the IT System Integrator Firms in the Gulf region where the bidding
Unit plays a vital role along with the different factors that affect this role of the unit and the
bidding process. The researcher identifies the main areas and criteria/factors that affect IT bidding
process by going back to literature and reviewing what has been done in this area of knowledge
and identifies the gap. Besides that, the researcher proposed a framework which can target this
gap and helps to improve the IT Firms’ performance by defining mechanize. This has enhanced
the Maturity Level of the bidding process by fulfilling the gap between the current and next level
of maturity of the organization and defines the continuous improvement of mechanisms.
The researcher has carried out an investigation in this study to understand the bidding process
of the software projects for which the game theory has been used. In this respect, the behavior
of the bidders was analyzed to obtain an improved bidding system in terms of software
engineering. As per the previous researches, it has been evaluated that the game theory is the
suitable application to investigate the bidding process of the software projects. At the same time,
the researcher has introduced the importance of project management in the following study
14
since it is considered as the best strategy for the business development in the medium sized
firms. The firms have identified a significant framework to understand the present situation of
the business. At the same time, the researcher has pointed the pros and cons of implementing
project management in the organizations. Further discussions have been made in the succeeding
chapter of the literature review.
The research process followed for developing IT Bidding Maturity Model included a review of the
literature from different knowledge areas including project management, review of different
maturity models, areas and criteria that have an impact on the bidding process. This is followed
by the identification of the skeleton of the model/framework while reviewing those areas and
criteria/factors in details in order to design the framework and validate it by conducting a case
study. The model is considered as the basis to evaluate IT organization’s maturity level in the
bidding process. It has helped in illustrating a series of steps to assistant organization in improving
the bidding process. This includes the presentation of 5-levels of ITBIMM (Bidding Maturity
Model) (the initial conceptual design). The key contribution of this research work is to develop
ITBMM which emphasized on assisting the IT organizations in terms of bid or tender related
process. It has also facilitated in the improvement of the process and the organizational maturity.
As per the researches made by the previous scholars, it has been identified that the model provides
the IT organizations with necessary actions and steps to improve the process and achieve a higher
maturity level. If, the Maturity Model assists the organizations to improve the processes to have
better achievement, then, the better quality results and risks reduction help to achieve a successful
delivery of projects. Thus, the main focus of this study is on the development of the maturity
framework to understand the bidding process of IT projects. At the same time, the researcher has
analyzed the importance of project management, while, keeping a note of its positive impacts and
flaws. The further focus has been given in the areas of quality management, excellence and
Maturity Models, bid management and other relevant areas in order to develop an effective
framework for the IT Bidding Process.
1.3. Research contributions:
This research intends to develop a maturity framework so that the IT bidding process can be
improved in context to the IT system integrator (SI) firms. For this, the researcher has considered
15
the different IT firms located in the Gulf region which provides the IT services for their clients.
The framework has been formed to understand the maturity level of the bidding process along with
the process of improvement.
Hence, it can be said that the following research contributes to forming a new framework that
enables measurement of the performance of IT bidding in the System Integrator (SI)
Organizations. There are various suggestive ways to adopt Maturity Models theory into the IT
bidding area. The researcher has evaluated the bestowal of the system integrator organizations to
meet the business targets by enhancing the IT bidding process. The study has highlighted the
consultants with a tool which enables them to assess the effectiveness of IT bidding unit in System
Integrator organizations. The research work has been inferred with a set of recommendations to
enhance the IT bidding maturity areas within the System Integrator Organization to meet the
Organizational Business Objectives.
1.4. Literature Overview:
Literature review indicates an extensive published research in the area of Project Management,
Maturity Models on different areas and domains, and Bidding/Purchasing processes in general.
However, there is a paucity of the published literature in the area of bidding process maturity
within the IT firms of Gulf region. Addressing this knowledge gap is the key motive and driver for
this research and the key outcome of this research is to address this knowledge gap by proposing
a maturity framework and model to support the IT Firms in the bidding process.
To survive in a competitive business, IT System Integrator (SI) must develop winning proposals
and have appropriate management structures. Developing and preparing a proposal is time-
consuming and costly (El-Mashaleh, 2010). In the absence of adequate support processes, it is
observed that most of the bidders are merely wasting time and money (Kerzner & Thamhain,
1986). The submission of low-quality proposals can damage the IT System Integrator reputation
in the market (Gido & Clements, 1999), which can potentially lead to losing of market share and
business closure in the long run.
Kerzner (2010) highlighted the similarities between the bid management and project management
and identified that the field is very competitive. Companies often have a designated role of a bid
16
manager, with the responsibilities of controlling costs, schedule and quality on the tender stages.
The project-driven companies must find ways to learn the “best practices” in a competitive world
and apply these lessons to their processes, systems, and tools. This method of continuous
improvement through measuring and comparing is referred as benchmarking (Kerzner, 2010).
Bid/no-bid decision is usually made on the basis of a set of criteria (El-Mashaleh, 2010). Several
factors are considered by the contracting organizations in exercising the bid/no-bid decision across
the countries, and Figure 1.1 presents a list of the top 15 bidding factors that were identified by
performing three investigations, as mentioned in the study of (El-Mashaleh, 2010). Bidding factors
could include both negative and positive factors (Wanous et al. 2000). The Negative bidding
factors are those, which dissatisfy the bidder from bidding, whereas positive bidding factors are
those, which encourage the bidder to bid (Wanous et al. 2000). Nevertheless, a successful bidding
is critical to the success of any IT Organization. IT bidding activities could result in new or changed
products, services, environments, processes, and organizations. Successful bidding increases sales
reduce costs, improves quality and customer satisfaction, enhances the work environment, and
results in many other benefits.
As the IT Organizations have recognised the significance of successful bidding to their market
competitiveness, bidding management has become a focal point of improvement in IT Companies.
More and more IT Organizations have embraced the bidding management as a key strategy to
remain competitive in today’s contracting organisations competitive business environment
(Egemen & Mohamed, 2007). Proper emphasise on the people, training programs or the
organizational change programs to enhance the bidding management practices are the common
factors of the strategic plans. These lead to the organizational success as well.
The bid process includes two main parts, the first part is to respond to the public tender/bid and
the second part is to implement the project if the bid has been awarded to the company. This
research focuses on the first part, where the IT Organization has an internal bidding process to bid
for the public tender/bid. To evaluate the initial part, the “bidding process” has been divided into
small stages to understand the key elements and the parties involved in order to define the maturity
evaluation criteria and levels.
17
At the beginning of the research work, the researcher has reviewed the literature on project
management, maturity models, developing maturity model, organizational change, people
management and bid management. Such a multi-disciplinary approach is considered critical to
gain a broader perspective of the problem. Gradually, the researcher has combined the different
ideas on the basis of the knowledge areas to form the chosen framework.
Figure 1.1: The top 15 bidding factors (El-Mashaleh, 2010)
The seminal work of Crosby in 1979 presented the five incremental maturity levels to use the
quality concept within an organization and In 1989 Deming introduced the concept of Continuous
Process Improvement practices for a better quality management (Reed et al. 2000) . There were
also various other research projects conducted to improve the quality of the software development
process by the Software Engineering Institute (SEI). SEI has a great experience in Maturity Model
field for the last twenty years. As a result of this research, the Capability Maturity Model has been
developed by (SEI) to assist an IT organization in terms of the continuous software development
processes. Kwak & Ibbs (2002) proposed a 5-level Tender Process Maturity Model to assess and
improve an organization’s Project Management maturity level. The model follows the sequential
and systematic steps in improving the organizational processes of project management. Also, a
maturity model has been adopted by the Engineering and Construction industry by using a
capability maturity model. A review by Project Management Institute (PMI) identified over thirty
18
PM maturity models in the market (Cooke-Davies, 2002). Organizational Project Management
Maturity Model (OPM3) has been launched by the Project Management Institute (PMI) as well as.
These models generally focus on PMBOK® Guide knowledge areas and the best practices that
were formally documented in the project management bodies of knowledge. The maturity models
assess the current organizational practices against the standard criteria from the bodies of
knowledge. The assessment of the maturity framework involves five developmental levels:
Level 1: Initial (ad hoc)
Level 2: Repeatable or Structured (abbreviated, planned)
Level 3: Defined (organized, institutionalized)
Level 4: Managed (integrated)
Level 5: Optimized (adaptive, sustained)
In above background, Kwak & Ibbs (2002) have highlighted the project management maturity to
assess an organization’s current levels of Project Management practices. The PM Maturity has a
big demand among the large companies where they have invested the significant amounts in
developing their PM System which was still ''not fully aligned''or “not Matured” to support the
project management Eve (2007). Kwak & Ibbs (2002) highlighted that the corporate organizations
are in favor of PM tools and practices to a fast paced changing business environment. Eve (2007)
highlighted the following key elements to achieve the PM Maturity Methodology and Tools:
Competence and Career
Mentoring, coaching, and intervention
Training
Management Development
The term "Project Management Maturity" is generally used to measure an organization's ability to
deliver the projects successfully (Andersen & Jessen, 2003). The Project Management Maturity
Model motivates the organizations and people to accomplish a higher and a more matured level
by a systematic approach. The Project Management Maturity Model addresses the critical
dimensions of people, their communications, and processes. Eve (2007) highlighted the need to
19
focus on ‘‘the behaviors’’ of the entire workforce, leading to a great performance. The
development and focus of the new strategy shall be from the Top Management to the front-end
employees. A key mistake was made in this situation since the functional managers were left out
of the discussion. Due to lack of involvement of the key managers, the ability to achieve the
organization-wide buy-in project management policies and processes was hampered.
1.4.1. Maturity Models:
As per the definition derived from the dictionary, the concept of maturity refers to the process of
developing something completely or the level at which something has developed fully. This
denotes the process of maturity and improvement (Oxford English Dictionary, 2009). The notion
of maturity is a commonly used term in the fields of literature and academic levels (Mullaly, 2006).
A maturity model can be considered as a specific model for a specific area to measure the different
degrees of maturity in the organization. It is used to perform the assessment for the competence
object in order to fulfill the required criteria which are defined for a certain competence area
(Ahlemann, 2009). During the designing process of the maturity model, the requirements of
objectivity, reliability, and validity, along with the consistency and efficiency should be taken into
consideration.
Concept of process maturity has been discussed widely in the literature e.g. discussion on the
concepts of Process Maturity (Paulk, 1993), Organizational Maturity (Paulk, 1993), Process
Capability, Project Maturity (Crawford, 2002) and Maturity of Organizational Capabilities (Ulrich
& Smallwood, 2004) by adopting and using different frameworks like CMM to improve the
software development process (CMM-SW) (Dooley, Subra, & Anderson, 2001). On the other
hand, both ISO/IEC 15504 and CMMI use the capability levels to characterize the process of
capability. The Project Management Institute (PMI) launched the Organizational Project
Management Maturity Model (OPM3) (Grant and Pennypacker, 2006).
Maturity models represent the theories linked with the literature which further focused on the
capabilities of the organizations in each level of logical improvement (Ven & Poole, 1995;
Gottschalk, 2009; Kazanjian & Drazin, 1989). The Stage-of-growth models or stage models are
the areas related to the Maturity model (Prananto et al., 2003). The main objective of the maturity
models is to define the maturity levels and paths along with the characteristics of each level and
the logical links between them.
20
King and Kraemer (1984) highlighted that most of the maturity models focus on the levels to reach
the predefined criteria instead of emphasizing on the factors and elements that actually made the
changes. According to Gammelgård et al. (2007), it is important to consider that the capability
model has to be reliable, valid, and cost-effective during the design. During the formation of the
framework components, De Bruin et al. (2005) proposed a structure consisting of multiple levels.
For each detailed level, Ahlemann (2009) defined that the framework should include the maturity
levels, areas, criteria, and methods for data collection and analysis. On the other hand, Fraser et al.
(2002) defined a set of components to be included in such levels which would describe each level,
areas (dimensions), criteria’s (activity) for each area, and a description of each criteria’s in each
level.
1.4.2. Organizational Structure and People:
Organizational Structure signifies the way in which people are working together internally forming
a team and maintaining the organizational culture. This is also influenced by the teamwork and the
people’s discipline, where it can be affected internally and externally (suppliers and customers)
(Maier, Moultrie & Clarkson, 2012). For Szakonyi (1994), maturity seems to make an
improvement by investing in the staffs’ knowledge about skills, and responsibilities. Besides that,
effective communication and collaboration between the technical team and the internal team in the
organization have also made an impact on the level of the maturity. Focusing on the people and
their skills, responsibilities, and training also has a direct leverage on the maturity improvement
Fraser et al. (2002) and excellence.
1.4.3. Knowledge Management
“Knowledge is Power” (Barclay, 2000), and knowledge is difficult to quantify and to manage as
an organizational asset (Shepard, 2000). Knowledge management (KM) is one of the strategies
that increase the organizational competitiveness (Bell & Jackson, 2001). The organization can
achieve that through planning and by enhancing the individual competencies. The organizational
experts from the knowledge management team can look into the literature related to the concerned
subject so that it might make an impact on the organizational competitive advantages. Besides that,
the further focus can be given to the human resource management which plays an important role
21
in creating, applying, sharing and preserving the organizational knowledge which is beneficial for
an organization (Monavvarian & Khamda, 2010).
Organizational knowledge is generated and improved by a continuous communication and
collaboration between the staffs (internal and external) as discussed by the scholars like Bradley,
Paul & Seeman, 2005). Organizational knowledge is affected by the experience and expertise of
each individual employee along with the organizational structures to support the knowledge with
the organization capabilities (Smedlund, 2008).
1.4.4. People development management and Training:
The key to the organizational success is to join training and knowledge management processes and
to build a learning and development team (Crocetti, 2001) where the HRM has an important role
in creating a learning organization (Hong & Kuo, 1999). Career development in the organizations
is a part of the human resource (HR) management system (Von Glinow et al., 1983). Career
development is important for both the individuals and organizations (Hall, 2002). Organizations
need to keep the individuals motivated and knowledgeable (Pfeffer, 1998). Training enhances the
individual’s knowledge along with the overall organization knowledge (Zaharias et al., 2001).
Therefore, an individual training plan should be implemented to improve their knowledge and
capabilities. Henceforth, it is important for the organizations to create a training plan for the
individuals (Monavvarian & Khamda, 2010). Human resources are the biggest assets in the
organization, and they should implement a training plan to keep the staffs motivated and
competent.
1.4.5. Bid Management
Successful bid management is dependent on the organizational capabilities and has a direct and
big impact on the organizational success (Davies, and Brady, 2000). Bids are submitted based on
the customer requirements and specifications as requested and within their budget. If those meet
the proposal/bid, then it will become a project. This is the reason why bid management is important
and has a direct impact on the organizational success.
22
The concept of bid management in this context is similar to the project management disciplines,
where both are focusing on the project delivery time, along with the cost and quality as per the
requirements. The Bid management has many areas such as technical, legal, financial, and project
(Philbin, 2008). To ensure a successful bid, the bid has to be delivered as per the time, cost and
quality criteria. For that, Lewis (2007) recommended using different tools to manage the bid
delivery and the technical resource working on it like using the Gantt charts (Kumar, 2002) and
other CRM Applications, like SalesForce®. A Systematic system/tool can be used for bid
management, which is designed by the IT to support Organizational business and focuses
specifically on the bid management process (Stader, 1997). Bid management has been covered by
the literature from a knowledge management perspective (Apostolou & Mentzas, 2003). It further
recommended that the appropriate knowledge management systems and technology tools, such as
collaborative tools, file sharing systems, and computation tools can support and help in building
the Bid Management Database. The bid management has been developed to maintain a systematic
process, as illustrated in Fig. 1.1.
Figure 1.1 Systematic Process for Bid Management
23
This process has been designed based on the literature review bid management and systems
engineering (Philbin, 2008). The proposed Bid management process is a systematic lifecycle,
which starts with business planning, requirements’ capture, bid architecture, bid development and
bid evaluation stages (Philbin, 2008).
1.5. Research Questions:
The researcher observed the bidding process of the IT firms in the Gulf region along with the
bidding unit team who performs the bidding operations. Based on personal work experience,
supported by related literature review, the key focus of this research is an in-depth investigation
and evaluation of IT Bidding process and exploration of various enhancement opportunities.
Further, there is a need of developing a framework to assist key decision makers involved in IT
bidding, to allow exploration of key areas and criteria affecting the bidding process. In light of the
above mentioned discussion and identification of knowledge gaps based on literature review, the
following key research questions are identified.
1. What are the key stages of the bidding process, with a specific focus on understanding
processes of IT firms operating within Gulf Region?
2. What are the areas of the bidding process?
3. What are the criteria for the bidding process, with a focus on IT firms operating within
Gulf Region?
4. How to assess IT firm’s maturity at bidding process based on selected criteria?
5. How can the maturity framework for IT Firms enhance the bidding process?
1.6. Aims and Objectives
This PhD research aims to develop a Maturity Framework to measure and improve the
performance of the IT bidding process in the IT System Integrator (SI) Firms by defining a problem
and research gap. Besides that, a key objective was to obtain deep insights into understanding
challenges faced by IT firms within Gulf region by conducting case studies, analyzing the data,
developing a maturity assessment Framework to provide a standarised approach to compare
various maturity assessment approaches, validation of the solution and by recommending
24
guidelines for implementing the framework. The objective of the framework is to help the bidding
unit within the IT Firms to improve their maturity of the bidding processes as a “Continues
Improvement” initiative and provide a standardised approach to compare maturity of various
approaches. To develop a better understanding of the subject matter, a wide range of literature
from different disciplines including project management, bidding process, maturity model, and
factors affecting the bidding process were reviewed. Global and regional review of literature wsa
conducted, to identify key knowledge gap, which was fulfilled through development of the
framework.
This will lead an IT Firm to meet the business objectives by enhancing the success rate of winning
new projects and the bidding process. In order to highlight the research purpose explicitly, the
researcher has focused on the IT firms of Gulf Region that have applied the concept of bidding
process to prepare and submit the tender for acceptance as a conforming opportunity. This is to
enhance the work further for a price while converting the estimation of the bid. State of the art
review as documented in detail in Chapter 1 and 2 indicate that there have been previous studies
covering various aspects of bidding process of IT firms, however, these studies lacked a clear focus
on understanding the needs and requirements of Gulf region. Research aims is achieved through
the following research objectives:
1. To undertake an extensive literature, to develop the various stages of IT Firm Biding
Maturity frameworks.
2. To Identify the bidding’s key success factors and stages
3. To evaluate the process and outcomes of the bidding process in IT Firms
4. To recommend an IT bidding maturity framework for improving the effectiveness and
efficiency of the IT bidding process
5. To assess and evaluate the recommended bidding maturity framework
6. To produce the implementation guidelines for the application of the Maturity
framework in the IT Companies.
This research is focused on the big IT Firms in the Gulf region which provide IT Services
(implementing IT Projects) for the clients. The idea is to design a framework with different levels
to assess an IT organization’s bidding process and to identify the level of maturity and its
improvement.
25
1.7. Research Method
1.7.1. Introduction:
Research method can be defined as the set of methods or tools that are used in a research work to
gather relevant data related to the study so that the research work can be completed proficiently. It
can further be defined as a systematic and organized effort to investigate a specific problem which
needs a solution. It consists of a series of steps designed and followed, with the goal of finding
answers to the issues of concern. It is the entire process by which people attempt to solve problems
(Sekaran, 1984). The methodology followed by the researcher must consist of the defined logical
rules and procedures in order to accept the research findings.
The scientific research, according to Sekaran (1984) is a sense of purpose, testability, reliability,
accuracy, objectivity, and generalizability. Scientific research is dependent on the theory,
literature, and empirical research. The two main approaches chosen for the research work are
inductive and deductive. The inductive approach is where the theory comes after research,
whereas, in the deductive approach, the theory comes before the research. The inductive approach
is based on the starting from the particular place to the general. Hence, the following research has
been conducted following an inductive approach. On the other hand, in the deductive approach,
the researcher starts with a general view and moves to the particular.
1.7.2. Research Strategy
In this research, the primary research demonstrates the Project Management as a framework for an
effective and successful project implementation. The Project Management is one of the methods
considered in the natural sciences and this paper is to study the reality of it in the IT Companies
working on the Bid/Tender Stage. Therefore, the philosophy of this paper is the natural science
epistemology “interpretivism”. This strategy considers the views of other writers/papers that had
significant views about this Project Management and maturity models areas in which it is applied
on the IT Companies at bid/tender processes stage. This strategy considers the application of this
tool in the social world and how the organizations implemented it to develop the maturity
framework. During the implementation of the strategy, two views are considered like social
sciences and natural sciences where the emphasis has been given on the human behaviors and how
26
they are implementing this framework. The main aim was to see how this framework has been
implemented in the organizations. For that purpose, a comprehensive literature review has been
done. Pugh (1983) specified this type of research strategy as the process of data collection on the
basis of which the generalized propositions can be tested.
This research is investigating the effective implementation of the framework to build a Maturity
Model for Project Management Framework. At the same time, the paper looks into the theory of
this framework. Many journals have been written in this area as well as. After that, the paper
focused on the development of the Maturity Model and its significance in making an effective
implementation at the tender or bidding stage of the IT organization.
The research design looks for different project management maturity models and case studies,
which contains an analysis of the models based on the theory and the designed framework. Besides
that, the research design develops the maturity model for the IT organizations at the tender stage
which is implemented in the IT companies to test the models and enhance the maturity model. This
has been done by applying different case studies in different organizations as shown in figure 1.
The case study methodology helps in understanding the steps to build the project management
maturity model framework across the IT firms of the Gulf Region. As Stake (1995) has observed
that a case study research looks for the exact nature of the case in question.
1.7.3. Research Problem:
The IT Bid Maturity Model for the IT firms has been developed by looking into those areas which
have been able to design the framework and test it on the organizations. The model has been
considered as the basis to evaluate IT organization’s maturity level in the bidding process. It has
illustrated a series of steps to help an organization to improve the bidding process. This paper has
made a detailed description of the 5-level ITBMM (the initial Design). The anticipation of
developing ITBMM following its contribution in the domain of the maturity models has led to the
formation of new practices. At the same time, this has helped the IT organizations in some of their
specific processes like the bidder or tender process and has improved the organizational maturity
as well. The model has provided the IT organization with necessary actions and steps in order to
improve the process to achieve a higher maturity level.
27
The Maturity Model assists the organizations to improve the processes and to have better
achievement, better quality results and reduce the risks associated with the projects which have a
direct contribution to develop a successful project. In context to that, developments have been
made on quality, excellence and maturity models, bid management and other areas that are
important to form the IT bidding process maturity framework.
1.7.4. Research Criteria
The critical question is not whether the findings can be generalized to a wider scope, but it is
related with how the researcher has generated the theory out of the findings (Mitchell, 1983; Yin,
1984), also indicated that the case study could be a collective method of the several qualitative
methods. This research is critical in helping the readers understand the research. Through this
research three concepts have been considered during the research design that are, Reliability,
Replication, and Validity. Validity refers the credibility or believability of the research work based
on the data collected for the research work. It is used to see whether the instruments used in the
research work are measurable or not. But, reliability refers to the consistency of the research
findings to understand whether the data has been collected for the second time and is not same as
before. Replication denotes the repetitions of the research study, along with different subjects and
situation to analyze whether the findings of the main study are applicable to other circumstances
and participants. For instance, there are previous studies related to the impact of brand equity on
the purchase intention of the customers of UK. In this research study, the researcher has applied
three of these techniques to ensure that the data collected was valid, the findings were reliable, and
the research topic was chosen following replication.
1.7.5. Research Design
Research design defines the strategies followed in the research work to combine the different
aspects of the study following a coherent and logical flow. This helps in addressing the research
problems properly. Besides that, this is used as a roadmap to collect the relevant data as per the
study and analyze the same (Sekaran, 1984). There are different types of research designs that are
28
used for various research purposes. Those types can be generally classified into three categories:
a) Historical design; b) Experimental design and c) Non-experimental design
The choice of data collection methods depends on many factors, such as the resources available to
the researcher, the time span of the research, the accuracy required in the study, the expertise of
the researcher, and the cost associated with each method. The non- experimental research design
can be classified into: Quantitative and Qualitative
Quantitative research:
Quantitative research is used mainly to test a theory by testing the individual hypothesis. The
primary data collection method that is used in this type of research is the survey method followed
by a set of questionnaires or structured interviews.
Qualitative research
Qualitative research differs from quantitative research by its way of generating information. It
concentrates on a particular situation and helps in gathering an in-depth knowledge based on the
chosen topic. Many methods are associated with the qualitative research such as participant’s
observation and unstructured interviews.
Case Study
Case study method is a good option for demonstrating the specific phenomenon as a case. Yin
(1984) defined the case study as “An empirical inquiry that investigates a contemporary
phenomenon within its real-life context, when the boundaries between the phenomenon and the
context are not clearly evident, and in which multiple sources of evidence are used.”
Case Study typically uses multiple data collection techniques such as documents, archived records,
interviews, and observation. Case study research method is appropriate for new topic areas and
researches and to test a theory (Bryman, 1995; Yin, 1989).
The qualitative case study approach is a valuable method of data collection considering the
possible limitations of other methods where it allows having face-to-face interviews with the
observation which lead to a proper understanding of the questions and situation.
29
In this research, experimental research design has been used to develop the framework for the
bidding process of IT firms. In order achieve the aims and objectives of this research; a qualitative
approach is adopted with the help of a Case study along with triangulation techniques.
Triangulation techniques have been adopted by using the multiple research methods of
observation, historical data and observations along with the unstructured interviews. The
triangulation has been beneficial in taking the accurate measurement of the variables by using
diffract indicators and by canceling the limitation of one method in order to validate the findings.
30
Figure 1.3 Research Design
Literature Review (Review for Bidding and
Maturity Models)
Research Problem
Research Questions
2ndLiterature
Review More Details and Analysis
Analyze and
Modification
Design the
Framework
Conduct Case
Study
ITBMM
Recommendations
Conclusion
Implementation
Guidelines
3x Cases
31
Figure 1.3 describes the design of the research methodology followed in this study in order to
collect the exact data from the market and analyze it to meet the research objectives. For
developing an IT bidding maturity framework, a literature review has been conducted from
different areas such as Bidding Process, Maturity Models, and Organization Change and Culture.
Case Studies have been used to evaluate and validate the framework proposed. Figure 1.3
demonstrated the Research Design that has been followed along with the different methods in order
to form the framework required in the bidding process.
1.7.6. Exploratory work:
The expiratory work took place after the literature review search stage and developed the
framework focusing on the main areas and criteria’s for each. The literature review presented many
factors that affect the performance of IT Bidding. Those factors include staff, organizational
structure, planning, suppliers Support, staff’s skills and expertise, organizational culture and the
relationships between the Consultancy Group, Bid Team, and quality of work processes etc.
The exploratory study was conducted by interviewing IT staff and Managers within SI
Organizations. The main objective was to explore the factors that affect the success of IT Bidding
Process Internally.
1.8. Thesis Structure
The thesis contains six chapters. Each chapter starts with an introduction that outlines the aim and
the scope of the chapter.
Chapter 1. Research Introduction
The first chapter provides an overview of the maturity framework along with its need in the bidding
process of IT firms in Gulf Region. This is followed by the research questions while highlighting
the thesis problems and research gap. Then, the researcher has identified the aim and objectives of
the study followed by the importance of this Ph.D. research and the research scope.
32
Chapter 2. Literature Review: Project Management & bidding Area
This chapter in detail discusses the overview of project management and the links with the bidding
area. Next, to that, this chapter focuses on the tools and techniques utilized for the project
management. Subsequent section concentrates on the issues in the project management. Part of the
section concentrates on the existing systems utilized in the project management. Next part of the
chapter discusses the critical success factors involved in implementing the project management
and also discusses the critical failure factors involved in implementing project management. In
addition to these, this chapter discusses the bidding areas in the project management. Further, this
chapter has focused on the implementations applied in the project management. Apart from these,
this chapter concentrates on the information technology and bidding process with specific
reference to project management and finally concludes with the chapter summary.
Chapter 3. Literature Review: Maturity Model
This chapter gives an overview of the Maturity Model development in the literature. After that,
there is a detail discussion on each of the Maturity Models and area of focus and specialization.
This chapter has provided a comprehensive literature review for the Ph.D. research to get an idea
about how those models have been designed based on the concerned areas and criteria of
assessments, following an evaluation of the methodology of the Model.
Chapter 4. Literature Review: Model area factors affecting maturity
Nowadays organizations can accomplish success in business by maturing their performance of
project management. This chapter identifies the factors affecting the maturity of the organization
to manage projects. Further, the study has pointed out the factors which enhance the firms to realize
the advantages and accomplish the satisfaction of the stakeholder defining two leading success
factor groups. Besides that, the researcher has researched various studies based on the factors
affecting maturity and the different models of project management maturity.
Chapter 5. Research Methodology
33
The fifth chapter explains the research methodology, the research design and the technique
followed to validate the model and collect data. Moreover, it describes the research approach,
research design, data collection methods and Data Analysis.
Chapter 6. Proposed Framework:
The following chapter presented the draft framework which was developed based on an initial
conclusion from the literature review. All the areas and criteria were identified in the framework.
After that, the draft framework has been tested on the basis of three cases to validate the framework
and ensure that the areas and criteria are related to the framework by providing the significant
relationships and results. The draft framework also explores the relationship between the areas
and criteria and how those are linked to each other and interrelated.
Chapter 7. Case Studies
To test and validate the draft framework, case studies need to be selected and presented, which
were presented in this section of the study. The purpose of the case studies for this Ph.D. research
is to validate and test the framework and after that ,it helps in adjusting the framework based on
the analysis and feedback received from the case studies. Three IT Firms have been identified
based on specific criteria to test the framework on the Bidding process. According to Kwak &
Ibbs (2002), measuring the organizational maturity is subjective than objective where it needs to
focus on the organizational operation as analysis.
Chapter 8: Conclusion and recommendations
The last chapter would include the inferences from the study. The researcher would discuss the
findings in this section and compare those with the case studies. Depending on that, the
researcher would discuss the recommendations following which the IT firms can develop a
successful and effective maturity framework to enhance the bidding process.
34
Chapter (2)
LITERATURE REVIEW:
PROJECT MANAGEMENT
&
BIDDING AREA
35
Chapter 2. Literature Review: Project Management & Bidding Area
2.1 Introduction:
This chapter in detail discusses the overview of IT project management. t to that, this chapter
focuses on the tools and techniques utilized for the project management. Subsequent section
concentrates on the issues in the project management. A portion of the literature review
specified the existing systems used in the project management along with the successful factors
required in developing it. The chapter has also focused on the bidding areas in the project
management in context to the various implementations made to develop the bidding framework
successfully. Apart from these, this chapter concentrates on the information technology and
bidding process with specific reference to project management and finally concludes with the
chapter summary.
2.2 Overview of Project Management:
Projects are utilized in the business process reorganization, information technology, research
and development and software development (Besner & Hobbs, 2009 and White & Fortune,
2001). According to Besner and Hobbs (2009) and Wysocki, Beck and Crane (2008), project
management is referred as the multifaceted process that considers various projects with respect
to the different activities like control, monitoring and planning. It is used as a discipline of
organizing, planning, managing and securing resources that assists an organization in order to
reach its business outcomes.
According to the project management institute (2008), the notion of project management is to
apply skills, knowledge, techniques and tools while developing a project to meet its goals. As
per the reports of Wilkinson (2001) and project management institute (2008), it has been
analyzed that the significance of project management is crucial in ensuring a substantial
activity success. The person handling the project has to concentrate on some concerned areas
like control, planning and implementation. Wysocki, Beck and Crane (2000) pointed out that
project is a sequence of complex, unique and connected activities involving one purpose or
goal that has to be finished within the budget and a specific time based on the specification.
36
Meredith and Mantel (2006) pointed out that the project management helps an organization to
reduce the service and the product development time while enlarging the global market
competitors. It also exploits the limited resources. The project managers are required to utilize
or adapt tools that assist in overcoming different issues like inconsistent project teams,
uncontrollable budget and time restrictions. It also assists in overcoming the lack of clarity to
prioritize projects; unpredictable company resources; uncontrollable time and limitations in
budget. Besides that, it focuses on the lack of clarity in collaboration among the team members
of the project and delays in the project decision making (Milosevic, 2003 and Meredith &
Mantel, 2006).
2.3 Tools and Techniques in Project Management:
Wilkinson (2001) stated that project planning is seen as the heart of managing the Project
properly and systematically to meet the purpose of performing the project. One cannot execute
the project activities, if there is no proper plan. Without a proper plan, it is not possible to
recognize whether the activities are performing in a correct way, or if the available data or
resources are enough to complete the project within the time schedule. At the same time, the
reports of the project management institute (2008) stated that the plan acts as a roadmap which
the team members in the projects follow to meet the project mission. Kliem et al (1997) stated
that the project management techniques and tools help project managers and their team
members to carry out the project in various knowledge areas. There are also some famous time-
management techniques and tools which encompass critical path analysis, project network
diagrams and Gantt charts. The knowledge areas includes scope management, integration
management, time management, cost management, human resource management, risk
communication, procurement management and communication management
37
Figure 2.1 Project Management Tools and Techniques in Knowledge Areas
38
Source: Project Management, 1997, Fig 1
Figure 5 illustrates the project management tools and techniques with respect to the identified
knowledge areas. The tools and techniques included in the integration management are the
methods for project selection, methodologies for project management, project charters,
stakeholder analyses, and plans for project management, software for project management,
boards for change control, change requests, lesson-learned reports and project review meetings
(Price, 1997). The above mentioned tools and techniques develop scopes in the project
following the structures of scope statements, work breakdown, work statements, mind maps,
plans for scope management, requirement analysis, scope control and scope verification
techniques (Kliem et al, 1997). The various tools and techniques related to cost management
are return on investment (ROI), net present value, earned value management, payback
analyses, cost estimates, management for project portfolio, plans for cost management and cost
baselines. Time management’s tools and techniques are project network diagrams, critical-path
analyses, Gantt charts, fast tracking, crashing and measurements for schedule performance
(Gorog & Smith, 1999 and Lock, 1996).
Tools and techniques utilized in the human resource management are empathic listening,
motivation techniques, project organizational charts, matrices for responsibility assignment,
team building exercises and resource histograms (Lock, 1996). Apart from these, tools and
techniques associated with the quality management are pare to diagrams, checklists, quality
metrics, quality control charts, statistical methods and fishbone diagrams (Gorog & Smith,
1999). Risk management utilizes different plans for risk management, focuses on probability
matrices, risk registers and risk rankings identifying the essential tools and techniques. Tools
and techniques utilized in the knowledge area is known as communication management which
includes the plans for communication management, templates, conflict management, kickoff
meetings, selection of communication media, virtual communications, status and progress
reports and the project web sites. Procurement management’s tools and techniques are
contracts, make-or-buy analysis, and source selections, requests for quotes or proposals and
supplier evaluation matrices (Lock, 1996 and Project management, 1997).
39
According to Lock (1996), the tools and principles utilized in the project management in
context to the project breakdown are sub-tasks and tasks to determine the interdependencies
between the tasks; estimate the total duration of the project and budget; allocate human,
smoothing and material resources and monitor more efficiently and effectively progress of the
project. Ideas of project management are equally applicable to relatively small and large
project. At the same time, the utilized formal tools are more suitable for the large projects
(Project management, 1997).
2.4 Issues in the Project Management:
Pells (2003) and Bargaoanu (2006) stated that the project has to be preplanned to define its
objectives, budgets, scope and other significant elements that are essential to complete the
project. During its implementation, a series of issues emerge from time to time that has to be
addressed effectively and quickly. It was stated that the failure of the project would bring
negative influence on the outcome of the project. According to Kerzer (2005) the possible risks
and issues have to be examined in the project before the planning and research phase and their
solutions have to be functioned in an advance. This is to ensure that if problems occur during
the process of research work, then, it can be solved and the project can run smoothly (Hubbard,
2000 and Kerzer, 2005). In addition to this, Saeed, Linhart and Ticha (2001) pointed out that
many other unexpected issues would occur if the planning is not done prior to the research on
the basis of the project. Such issues have to be determined and documented. The experienced
and skilled team members have to be delegated to find solutions for the identified issues
(Havrland et al, 2001). Further, the project must be divided into smaller modules to monitor
or control these kinds of issues effectively and independently without experiencing any
negative impact (Bingham, Kay & Murray, 1997). Further it was added by the Meredith,
Samuel and Mantel (1995) that one of the key problems which requires concentration is that
the team members emphasized in the project has to be well trained and skilful for meeting
issues and performing tasks and duties assigned in a project (Dey, 2000 and Fricke & Shenhar,
2000). Team members’ training has to be optimum and must be included at a time just prior to
the implementation of the project. It was specified by Bingham, Kay and Murray (1997), that
another issue which could influence a project is the lack of interest and motivation among the
40
team members towards activities and tasks of the project. If the team members are not skilful
and competent, they lack their interest in the activities and tasks or become low in morale. It
was suggested that it is the duty of supervisors and project manager to look after these people
and motivate them towards the project (Bingham, Kay & Murray, 1997 and Fricke & Shenhar,
2000). It was also recommended that rewards could be promised for projects and they could
be lauded in order to successfully complete their assigned tasks (Fricke & Shenhar, 2000 and
Havrland et al, 2001).
In addition to that, Fricke and Shenhar (2000) stated that lack of proper communication is one
of the main obstacles which affect the project. Apart from these, team members would not be
adequately trained for using a system for project management. They would not able to explain
the issues and challenges they face within time when executing their activities. Lack of clarity
and lack of proper budgeting in defining the goals and documenting goals along with the
responsibilities and objectives could be main issue. Most of the team managers and project
managers do not give adequate information to adequate people associated with the lack of
culture or infrastructure for good communication (Yetton et al, 2000 and Fricke & Shenhar,
2000). Kerzer (2005) and Saeed, Linhart and Ticha (2001) referred that most of the times,
project plan involves some risks associated with it. For majority of the projects, team members
are assigned on the basis of their availability.
Most of the project teams complained that they do not have reliable, accurate or upgraded
information regarding their resources and so on (Yetton et al, 2000). Majority of project teams
are geographically dispersed. It was noted that projects would be completed by collaborative
efforts. Project teams would involve various team members. Most of the times, project team
involves various organizations and cultures. Team members could not be employees and also
includes sub-contractors, vendors, clients and third parties. In such cases, project would be
affected by misunderstanding or communication (Havrland et al, 2001 and Yetton et al, 2000).
Thus it was concluded that the project teams would involve various team members. Most of
the times, project team involves various organizations and cultures. It was noted that another
issue that could influence a project is the lack of interest and motivation among the team
members towards activities and tasks of the project.
41
2.5 Existing Systems in the Project Management:
Aadamsoo (2010) discussed about the web based project management. The objective of the
study was to make a full and complete working WBPM (web based project management)
system for the firm. The needs of the firms has been collected and taken into consideration;
in WBPM system, there has been utilized a deployed TRAC system for enhancing firm’s
everyday use and for increasing productivity, performance and efficiency. Jung, Kim and Joo
(2010) examined the project management IS (information systems) for construction
managers. It was observed that the project management IS for construction management
companies have flexibility because of different characteristics of construction management.
TRAC was used to retrieve and present resources of information on the web that is accessible
to all clients all over the globe. As a good system for project management it has a possibility
to download, upload and delete files and uniformly provides modification for developers to be
in stable contact with consumer expectations and needs for the project. Tool for user
management in WBPM system is a good appliance for focusing on the project as well as for
providing rights to unique users by the administrator of the system in the firm. Such things all
make a good and complete communication system within the firm, all material and data would
be accessible from one place for facilitating the answer of a project as well as interact and
communicate with a client. At last, the whole system was tested for ensuring that all functions
correctly prioritize the implementing all features. It was also noted that WBPM is an enhanced
TRAC system and finished as one complete system for functioning which corresponds to the
firms requires and assists in providing a good quality project for web projects for the clients.
Thus, it was concluded that the as a good system for project management it has a possibility to
download, upload and delete files and uniformly provides modification for developers to be in
stable contact with consumer expectations and needs for the project. Raymond and Bergeron
(2008) examined about the project management information systems. This study also
examined their effect on project success and project managers. More specifically, one man was
to determine the major determinants of project management IS and identify the extent to which
such systems helps project managers such as efficiency, productivity, and efficiency. Another
aim was to obtain better recognizing such system to the project’s success. Successful models
of project management IS must continue to be validated and challenged, the outcomes of such
42
study indicate that the use of project management IS are in fact beneficial to project managers.
Enhancements in efficiency and effectiveness in managerial tasks were noticed here in case of
scheduling, project planning, control, and monitoring. Enhancements in productivity were
noticed that timelier decision-making. Benefits acquired from PMIS use are not restricted to
individual performance and also encompass performance of the project. Such systems make a
direct impact on the success of the projects since they help in enhancing the budget control and
achieving the project deadlines. At the same time, this helps in satisfying the technical
specification as well. Thus, it was concluded that project management IS make an essential
contribution to the success of the project and must continue to be the project management
object.
Karim (2011) examined the factors related to project management IS. This study examined
their effect on PMDM (project management decision making performance). This study also
assessed the major functions of a project management IS’ incorporation into an organization
and how it influences the process of PMDM. Constructed project management IS theoretical
framework is more appropriate for measuring the effect on PMDM. It was formed on the basis
on choosing high appropriate factors for reviewing the main PMIS models. Thus, it was
concluded that the outcome indicated that the significant contribution of project management
(IS) is to do with better project planning, monitoring, scheduling and controlling which would
result in high efficient and effective PMDM in each phase of project life cycle.
2.6 Critical Success and Failure factors in the Project Management:
Ofori (2013) pointed out the practices of project management and critical success factor from
the perspective of an emerging nation. Project management is a legitimate and valid approach
to the management and has consistently become a significant choice tool for realizing the
objectives across the economic sectors and industries. It includes organizing, planning and
managing resources for successfully reaching specific objectives and goals of the project
through finishing the specific tasks. From the findings of the study it was noted that the main
issue in the project management when reaching the goals and objectives of the process was in
adopting the allocated resources and adhering to traditional project constraints of quality,
scope, time and cost. The aim of the research was to evaluate the quality of practices related to
43
the project management by identifying the factors which facilitate the success of the project
like clarity of the project goals and mission; effective communication and top management
support. It was also observed that due to successfully lack of effective communication and lack
of support and finance, the project resulted to be unsuccessful. Thus, it was clear from that
analysis that the main issue noted in the project management when reaching the goals and
objectives of the process was in adopting the allocated resources and adhering to traditional
project constraints of quality, scope, time and cost (Ofori, 2013).
Baccarini (1999) stated that the success of the project success was based on the elements of
the projects and therefore results in an efficient utilization of result of the project. At the same
time, most of the times, projects would outcome in constant modifications in the scope, poor
planning, not following the deadline and the budget and lack of control and monitoring. Khan
and Moe (2008) mentioned that in the conceptualizing phase, the success factors are clear in
terms of perceiving about the project environment; effectiveness of consultation with respect
to stakeholders and the competency of the project team; in the planning phase, the critical
success factors are aligning with the development and top priorities; along with the proper
support of research and; effectiveness of consulting with the stakeholders.. Critical success
factors in the implementation phase consist of the computability of project management
regulations; consistency and consistency of support with respect to stakeholders. Critical
success factors in the closing phase are the suitable activities of the project closure. Further, it
was supported by Fortune and White (2006) that the factors that influence the success of the
project are the realistic and clear objectives; along with the significance of projects receiving
support from top team or senior management and developing an efficient and effective plan.
Yeo (2002), Andersen et al (2002), Frese and Sauter (2003) and Khang and Moe (2008) stated
that critical success factors in the project management are clear objectives of project
management, adequate project control, adequate communication or information, top
management support, authority of the project (Yeo, 2002 and Frese and Sauter, 2003), adequate
control of the project, adequate planning or controlling (Andersen et al, 2002 and Khang and
Moe, 2008), project common or mission goals, monitoring the performance and feedback and
so on.
It was pointed out by Clancy (1995) that factors that affect the success of project management
are project focus that is a lack of focus on the budget, time and quality, lack of planning and
44
lack of clear approvals and sign-offs by sponsors. Frese and Sauter (2003) added that most of
the project fails due to improper plan and evaluate correctly or fail to deploy the tasks based
on a plan or in some case failure causes by the human factor (Phillips, 2006 and Frese and
Sauter (2003)). Aaron and James (2000) and Frese and Sauter (2003) pointed out that the
planning and estimation factors deal with the starting cost and schedule estimated would not
be revised when more and more data are obtained from the progress of the project. The plans
were implement in an improper manner or the employees are not guided properly for which
this may lead to failure of the project. Implementation factor is caused by the change of project
scope, not correct and proper use of project methodology, most of the modifications in the
testing and requirements or inspections were poorly done. Project managers are not well-
trained for acquiring the needed management skills. In addition to that, some managers cannot
able to apply and forward the theory of project management into reality or practice. Thus it
was concluded that most of the project fails due to improper plan and evaluate correctly or fail
to deploy the tasks based on a plan or in some case failure causes by human factor.
Toader et al (2010) examined the main reasons that lead to failure or success of a project. There
are numerous factors which lead to the failure of success of the project. It was noted that the
scope of the project has to be stated clearly and there must be entailed the general project
mission and engagement of satisfying such scope by the team members such as support of the
manager; a competent team members and project manager; efficient and sufficient allocation
of resources; feedback capacities; existence of some mechanisms for controlling a sufficient
communication between team members of the project; receptive clients; identification and
resolution of issues and consulting activities with customers, the issues. An accurate project
management is continuous enhancement process. It has been noted that there can be mistakes
in the project work, but, it is the duty of the employees to learn from those mistakes through a
continuous learning process. In addition to that, it was stated that project success could be
gauged by the understanding of its objective which would be a quality issue, if the parameters
regarding the deadlines and budget were accepted or not. Once completed the project cease to
exist, thus the performance in the project does not involve a permanent characteristic.
Alexandrova and Ivanova (2008) conducted a research to examine the critical success factors
of project management. A proper perceiving of the concepts and the problems related to failure
and success of the project is indispensible for them. It was found out that significant factor the
45
success of project is the characteristics and skills of project is critical for successful aspect of
finishing any project. It was also stated that administrative and technical skills of the project
managers and their competence and commitment becomes the crucial component during life
cycle of the project. The other significant factors identified are compliance with the procedures
and rules, competence of project team. It was also identified that the quality of services given
by the subcontractors was pointed out as a core factor. There are also factors that favor the
success of the project are systematic control over executing the project, effective
communication between the project stakeholders, adequate and competence support from a
project consultant, precision in archiving and documenting of project information and so on.
Thus it was concluded that the significant factors for the success of project are the
characteristics and skills of project that are essential for completing the project successfully
(Alexandrova & Ivanova, 2008).
Hyvari (2006) carried out an investigation to examine the critical success factors particularly
in the project management. It encompassed top management support, project mission,
technical tasks, personnel, client consultation, monitoring and feedback, client acceptance,
trouble shooting and communication. In addition to that Cooke-Davies (2001, 2002) mentioned
that the real success factor is the adequacy of firm-wide education regarding the risk
management concepts; adequacy with which a visible registering risk is maintained; maturity
of the processes of an organization to assign risk ownership (Cooke-Davies, 2001); adequacy
of upgrading the plan for risk management; adequacy of documenting the organizational roles
and responsibilities on the project and so on (Cooke-Davies, 2002)
2.7 Bidding Areas:
This section provides the general view about the various bidding areas. Ahadzi and Bowles
(2004) examined the public-private partnerships and contract negotiations. Projects procured
through PPP procurement forms is development globally as governments try to include private
sector methods and capitals of working in the provision of large range of infrastructure
services. One such issue is clear in the procurement form, the delays linked with the cost
overruns at the stage of bidding are served for the client of the public sector and private sector
bidder. Further, it was also noted that the linked cost overruns would be because of expanded
46
retention of consultant advisors by private and public sector parties. Thus it was concluded that
the major problems are seen in the procurement form, the delays linked with the cost overruns
at the stage of bidding are served for the client of the public sector and private sector bidder.
According to D&P report (2001) the term public-private partnerships (PPP) would be
explained in unique contexts from nation to nation, it is significant a collaboration form
between the private and public sectors. Financial Times (2002) have stated that the whole PPP
procurement process would be divided into four major stages such as planning and feasibility
phase, construction phase, bidding and negotiation phase and the operation phase and
sometimes the renegotiation or transfer phase.
Couzens et al (1996) pointed out that complex nature of strategic decisions taken in the
bidding. Such decisions are based on two fundamental strategic functions, the decision for
bidding and mark-up or adjudication decisions. Other than the complexity and numerous
factors included in those strategic decisions and they would be largely on the basis on the
intuitive heuristic techniques. In addition to that contractors mostly depends on gut-feeling and
judgments for value for making decisions which influence the long term and short term
performance of the organization. The necessity for the more structured approaches for making
both strategic bidding decisions was determined. From the findings of the study, it was clear
that information engineering principles, especially in the earlier stage related to the planning
of information strategy, could be implemented particularly to the fundamental scenario with
the specific reference to construction companies. Thus it was concluded that the contractors
mostly depends on gut-feeling and judgments for value for making decisions which influence
the long term and short term performance of the organization.
2.8 Implementations of Project Management:
Bonghez, Radu and Grigoroiu (2012) carried out a research to implement project management
as a strategy for business development in medium sized firms. Under the pressure of crisis seen
in the economy, organizations were seeking for competitive advantage. To design and validate
a model in order to assess the maturity of project management of medium sized firms, this
study given a comprehensive framework to analyze the present business situation of such
firms. When adopting such model to medium-sized firms, for identifying certain correlations
that reveal the significance of project management to make the growth and development
47
happen. It was noted that economic conditions could be less or more favorable. It was also
observed that, an intelligent organization could change a hostile situation into a choice. It was
noted immediate determination of such chances and exploiting the prompt situations, calls for
reliable, predictable and repeatable processes of management for ensuring a high and fast
quality implementation. At the same time, deadlock the organizations mostly face is created
by the aspect that, rather than their ability for adapting strategies and defining ambitious plans
for development, their implementation process and execution are cumbersome and slow. This
is where the project management power could be seen that could be implemented at the
organizational level, could produce the expected competitive advantage. Thus it was concluded
that immediate determination chances and exploiting the prompt situations, call for reliable,
predictable and repeatable processes of management for ensuring a high and fast quality
implementation.
According to Cooke-Davis and Arzymanow (2003) and Mensah (2005) deploying project
management in the organizations assists to generate a strategic chain for value that provides
firms an edge on their competitors especially in markets and high-risk sectors. Glaser (2005)
and Fitzgerald and Hartnett (2005) pointed out that when deploying project management it
would assist in delivering projects within budget and on time mostly finds whether a firm
would obtain the next work or whether its new goods get succeed in the market (Fitzgerald &
Hartnett, 2005 and Cooke-Davis & Arzymanow, 2003).
Olategu (2011) examined the practice of project management with respect to Nigerian public
sector. Implementing project management techniques and tools with respect to public
institutions has become a significant problem in most of the emerging nations, due to its
successful facilities and applications with specific reference to private organizations and its
proven flexibility and effectiveness to attain project objectives and goals. Because of its nature
as the countries’ mega city and commercial capital, Lagos is seeing unprecedented capital
projects in all developments facet that need better utilization and application of effective and
efficient management techniques and tools. By analyzing the application of project
management techniques and tools in public institutions in which Lagos act as eye openers to
the governmental institutions and other decision taker in order to plan better regarding effort
taken towards effective applications of project management techniques and tools. If properly
adopting the tools and techniques of project management that would outcome in concrete
48
advantages in all facets related to project scheduling, planning and controlling the time, cost
and quality (Pinto, 2007).
Gantt charts, work breakdown structure and cost-benefit analysis are some of implementing
project management techniques and tools due to their understanding and simple nature, at the
same time, there is lack of profound knowledge of such techniques and tools would be a still
obstacle that faces during implementation (Idoro et al, 2009 and Muller &and Turner, 2007).
In case of perceived benefits, when deploying project management tools would assist in better
communication, project tracing, better quality, better utilization of resource among others
(Lewis, 2007 and Patel, 2008).
At the same time, drawbacks seen in implementing project management tools such as lack of
expertise in project management, form of high cost and complicated in real world modeling.
For tackling the issues, it was recommended that adequate training must be provided to the
employee in aspect of project management, professionals in project management must be
involved and offices of project management has to be expanded across the government
institutions. It was also recommended that the project management techniques and tools have
to be applied in traditional government institutions or sector also where resistance to change
would be too high. At the same time, the drastic applications have to be avoided in order to
prevent from the disruptive change like loss of embarrassment of job management, power
struggles and so on (Abbasi &and Al-Mharmah, 2000). Thus it was concluded that project
management techniques and tools have to be applied in traditional government institutions or
sector also where resistance to change would be too high (Olateju, 2011)
Javed et al (2012) examined the project variables in performance of planning, controlling and
implementation processes of the project. It gives an organization with power tools that enhance
its ability for planning, implementing and controlling its activities. The major aim of the
research is to determine such factors and project variables that were opined that as contributed
to the improvement of the project performance in the processes of project monitoring, planning
and implementation. Such factors would become the independent variables seen in the process
of model building. A development model for the development project has been incorporating
which shows how developed project would incorporate value to the existing inputs to utilize
the internal resources effectively and efficiently for providing a more value-added result. It is
significant to point out that such model would be support for predicting any other project
49
performance. Thus it was concluded that development model for the development project has
been incorporate which shows how developed project would incorporate value to the existing
inputs to utilize the internal resources effectively and efficiently for providing a more value-
added result (Javed et al, 2012).
Thus it was summarized that if properly adopting the tools and techniques of project
management that would outcome in concrete advantages in all facets related to project
scheduling, planning and controlling the time, cost and quality. During its implementation, a
series of issues emerge from time to time that has to be addressed effectively and quickly. The
project variable gives an organization with power tools that enhance its ability for planning,
implementing and controlling its activities. It was observed that the drawbacks are seen in
implementing project management tools such as lack of expertise in project management, a
form of high cost and complicated in real world modeling. It was also noted that the project
has to be studied and planned in prior for defining its objectives, budget, scope and other
significant elements that are important for a project, prior implementing the project actually
starts. It was stated that failure would outcome in the project that would negatively influence
and outcome in project failure.
2.9 IT and Bidding Process in the Project Management:
Buisman and Wohlin (2003) carried out an investigation to examine the bidding for software
projects. This study utilized the game theory. The intention of the research was to analyze the
behavior of the bidders for obtaining a better recognizing of the bidding as a significant activity
seen in the software engineering. From the findings of the research it was noted that game
theory would be applied for investigating the bidding especially for the software projects. It
was observed that when a bidder takes any risk, it is very much complicated for this bidder to
come out when at least single bidder does not involve in any kind of risks. It was also noticed
that best strategy is to bid close to accurate or correct bid. At the same time, in the alternative
words, it could be stated that it is neither advantageous to underbid, because in some cases it
would be easier to recover nor to overbid, because it indicates that the projects would never be
won. Thus it was concluded that the game theory would be applied for investigating the bidding
especially for the software projects and also when a bidder takes any risk, it is very much
50
complicated for this bidder to come out when at least single bidder does not involve in any
kind of risks.
Jorgensen and Carelius (2010) studied about the real-life bidding process in various firms. The
process of bidding was separated into two phases such as bidding phase and pre-study phase.
In the pre-study phase 17 out of the 35 bidding firms given rough indicators for the non-binding
Price on the basis of the incomplete or brief description of user needs; in the bidding phase,
firms gave bids on the basis on a full need specification that inferred fully about the software
system. The major findings of the research is that the 17 firms involved in the pres-study phase
bids were on average about 70 per cent higher than other firms bids. This study proposed a
preliminary theory that has ability for explaining such difference. Such theory was on the basis
on the precautionary bidding effect identified in auctioning studies. Two significant
implications identified in the preliminary theory were as follows. Software clients would reach
better uncertainty or better relationships that are better prices, when the need uncertainty
understood by the bidders is low. It was observed that software clients must not demand earlier
price indications on the basis of uncertain and limited information when the last bids could be
on the basis of more reliable and complete information. Thus it was concluded that preliminary
theory that has the ability for explaining such difference and theory was on the basis of the
precautionary bidding effect identified in auctioning studies (Jorgensen & Carelius, 2010).
Hoang et al (2007) examined about the critical success factors in merger and acquisition
projects. There are three key functioned involved in the process of merger and acquisition are
for the bidder that is the target; potential targets or bidders, finding the bidder’s and target’s
stand-alone values and benefits from synergy and engage in the strategic activities. It was clear
from the analysis that process of merger and acquisition are for the bidder that is the target;
potential targets or bidders.
2.10 Summary:
From the above evidence it was clear that the project management helps an organization reduce
service and product development time to market, enlarge global market competitors, exploit
limited resources. It was observed that the project management techniques and tools help
project managers and their team members to carry out project in various knowledge areas. It
51
was clear from the above analysis that the knowledge areas included are scope management,
integration management, time management, cost management, human resource management,
risk communication, procurement management and communication management
It was clear from the above analysis that the project managers requires to utilize or adapt tools
that assists in overcoming different issues like inconsistent project teams, uncontrollable
budget and time restrictions; lack of clarity to prioritize projects; unpredictable of companies
resources; uncontrollable time and limitations in budget. There are also some famous time-
management techniques and tools encompass critical path analysis, project network diagrams
and Gantt charts. It was observed that deploying project management in the organizations
assists to generate a strategic chain for value that provides firms an edge on their competitors
especially in markets and high-risk sectors. It was also stated that administrative and technical
skills of the project managers and their competence and commitment becomes the crucial
component during life cycle of the project.
It was observed that the software clients would reach better uncertainty or better relationships
that are better prices, when the need uncertainty understood by the bidders is low. In addition
to these, it was noted that software clients must not demand earlier price indications on the
basis on uncertain and limited information when the last bids could be on the basis on more
reliable and complete information. It was found out that significant factor the success of the
project is the characteristics and skills of the project are critical for a successful aspect of
finishing any project. The other significant factors identified are compliance with the
procedures and rules, the competence of project team. It was also identified that the quality of
services given by the subcontractors pointed out as core factors.
Chapter (3)
LITERATURE REVIEW:
MATURITY MODELS
Chapter (3) Maturity Model
Chapter 3. Literature Review: Maturity Model
3.1 Introduction:
This chapter gives over view about the Maturity Model development in the literature. After
that the detail discusses about each Maturity Models and area of focus and specialization. This
chapter will provide comprehensive literature review for the PhD research to get an idea how
those models have been designed, areas and criteria of assessments, and evaluation
methodology of the Model.
3.2 Overview of Maturity Model:
According to the study of Dooley, Subra and Andersen (2001) SEI (Software Engineering
Institute) CMM (capability maturity model) has familiarized the process of maturity concept.
Software firms utilize the capability maturity model to assess their present plan and capabilities
for future developments. The aim of this study is to generalize the maturity concept beyond
the domain of software engineering and decide the maturity influence on the performance of
the project in the development of new product. In this study, the author refers the maturity
construct as the extent to which a process is referred, measured, handled and improved
continuously. The author has engaged survey methodology to express the construct and a
sample of thirty-nine programs of new product development is utilized to verify the proposition
that developed the maturity which leads to better results of the project as estimated by project
timeliness and cost. The author also verified numerous factors of environment as moderators
of this rapport. The outcomes ensure a positive rapport between project and maturity success.
It can be understood from the study that the relationship between project performance and
maturity is developed in organizations to meet the schedule, cost and other objectives of firms.
Kwak and Ibbs (2002) proposed a study on project management’s process maturity model.
This study presents the project management PM (process maturity) model that positions and
determines a firm’s relative level of project management with other firms. The below figure
shows the project management process maturity model:
Chapter (3) Maturity Model
Figure 2.1 Project Management Process Maturity Model
Source: Kwak and Ibbs, 2002
The comprehensive model follows a systematic process to set up current project management
level of a firm. Every level of maturity comprises of leading features, processes and factors of
project management. This model develops from functionally driven practices of organization
to project driven firm that incorporates continuous learning of project. The process maturity
model offers a disciplined and elderly method to accomplish greater project management
maturity levels. Thus it can be understood that project management process maturity model
offers a way for measuring and identifying varied project management levels by combining 9
project management areas of knowledge with 5 processes of the project under a quantified
scheme.
Anderssen and Jessen (2003) proposed a study on project maturity in organizations. This study
presents project maturity research in firms. The purpose is to evolve an understanding of what
the project maturity is and to examine the project maturity level in firms nowadays. Project
management evolves through a ladder of maturity where the steps of ladder are suggested to
be program management, project management and portfolio management. The maturity itself
is estimated along 3 dimensions. They are attitudes, actions and knowledge. The varied
maturity dimensions are further categorized into sub topics which must offer a better
understanding of project maturity of firms. A questionnaire is evolved based on a preliminary
project maturity understanding and a beginning survey has been organized. The survey
Chapter (3) Maturity Model
provides certain assistance to the construction of ladder and reveals that knowledge and
attitudes are powerful than the actions carried out. Further work on surveys and questionnaires
are suggested. It can be understood from the study that knowledge, action and attitude
concerning modifications are the overall needs for evolving a project mature firm.
Adelakun (2003) in his study explains about a model for examining information technology
maturity outsourcing in firms. Firms outsource their information technology for reasons
namely reduction of cost, superior skill sets access, concentrate on core competence and
strategic purposes. Firms that outsource the operations, management, and development of their
information technology activities are at different maturity levels. This study recognizes 5
maturity levels based on a review of literature and discussion of an informal interview with
practitioners. The 5 maturity stages evolved in this study are forming, in-sourcing, and
norming, performing and storming. Thus it can be inferred from the study that organizations
must outsource their functions of information technology at different maturity levels to
improve their performance properly.
April, Hayes, Abran and Dumke (2004) proposed a study on software maintenance maturity
model and on software maintenance process model. The author describes the improvement and
assessment of the function of software maintenance by suggesting developments to the
standards of software maintenance and by introducing a suggested SMMM (Software
Maintenance Maturity Model) for daily activities of software maintenance. The below figure
shows the software maintenance maturity model levels:
Figure 3.2 SMMM Levels
Source: April et al, 2004
The function of software maintenance faces management models scarcity to facilitate its
management, continuous growth and evaluation. The software maintenance maturity model
Chapter (3) Maturity Model
addresses the distinct software maintenance activities while securing a framework common to
that of capability maturity model and integration maturity model. It is configured to be utilized
as a supplement to this model. The software maintenance maturity model is based on
experience of practitioner, seminal literature and international standards on maintenance of
software. It can be inferred from the study that the software maintenance maturity model is
very essential for organizations to improve, assess and resolve the quality problems of the
software maintenance function.
According to the study of Supic (2005) project management maturity models is a part of project
management development process and presents a relatively new subject. Project management
maturity models are utilized to plan and assess the project management’s growth strategically
and need resources in a firm. The models of maturity are also utilized as a benchmark of
performance among varied sectors and firms. Their fieldwork assesses the average project
management model of maturity for Croatian firm correlated maturity with general firm features
like market, ownership, industry, size and describes the rapport between environment maturity
of project management and process maturity of project management. Croatian firms are at
reduced levels of maturity. There are variations in maturity among sectors and varied markets
and sizes in which firms perform. The variations represent that there is a connection between
greater performance of a firm and its project management maturity model.
The study reveals that there is a greater correlation between maturity of project management
surroundings and project management processes and maturity can be regarded similar from
both prospects. There is a greater identification and greater expectation considering the growth
of project management practice within firms. However reducing closed approach and budgets
for matured project management represents hesitation. Project management alone cannot
develop the Croatian firm’s competitiveness. Thus it can be understood that the project
management is considered as an essential element in the overall surroundings of business.
Bay and Skitmore (2006) study presents the pilot survey results at ascertaining the project
management maturity level in Indonesian firms. The assessment of Kerzner’s Level 2 tool was
utilized which generally assess levels of maturity throughout the different phases of a firm’s
lifecycle of project management that is its embryonic phase, phases of executive management
acceptance, support of line management, maturity, and growth phases. The below figure shows
the Kerzner Project Management Maturity Model:
Chapter (3) Maturity Model
Figure 3.3 Kerzner PMMMSource: IIL Asia
This model is used to benchmark seventy participants performing in six varied kinds of firms
in Indonesia. Variations in the present and expected future levels of maturity were predicted in
the response of project managers engaged in varied kinds of firms with consultants,
manufacturers and financial institutions having met maturity already, while all are anticipated
to meet maturity in future. Unexpectedly no essential variations were predicted between the
outcomes for different steps of the lifecycle of project. On the whole the outcome ensures that
methodologies of project management have not yet been utilized much efficiently in Indonesia.
Although they reveal a rational level to have been accomplished already, still there is a lot to
perform to accomplish perceived importance. However around 85 percent of participants
believe that implementing methods of project management is essential or very essential; this
may be a time matter to realize. It can be understood from the study that the project
management firms of Indonesia must offer a reasonable indication of maturity and
effectiveness level.
Rendon (2006) conducted a study on measuring contract management process maturity, a tool
for enhancing the value chain. The process of contract management is a developing
significance as outsourcing continues to develop and suppliers become virtual expansion for
the capability and competence of organization. Yet present studies mention that firms are not
handling the process of contracting as the core competence i.e. they accomplish strategic
competitive benefit resulting from a matured process of contracting. These firms encounter
protracted contract negotiation and development cycles, inappropriate approvals of contract,
restricted control and visibility of contract and inability to assure compliance of supplier with
terms of the contract. The maturity model’s usage developed a successful process for
improving and measuring critical core methods of organization. This study will argue a case
study on the application and growth of CMMM (contract management maturity model) as a
process for improving and assessing contract management process capability of organization.
The below figure shows the CMMM:
Chapter (3) Maturity Model
Figure 3.3 Contract Management Maturity ModelSource: Rendon, 2006
The contract management maturity model offers a visual component to support a firm to assess
the main steps which they must achieve when purchasing services, products or integrated
solutions in either private or public sectors of business. The levels of maturity reflected in the
model permits a firm to assess their capability level for every 6 leading steps in their respective
process of buying. Thus it can be found from the study that contract management maturity
model must be implemented efficiently by any commercial, government or firms to develop
their process capability of contract management.
According to the study of Beset (2007) the purpose of this study is to evolve a model to assess
the PMMM of a design office of architecture. The need of architecture project management
maturity model is to evolve a surrounding for efficient and productive conditions of design.
By developing the architectural project maturity model’s level the office of architecture design
will make chances to concentrate on its concern for greater quality process of architecture
design. To decide whether architecture project management maturity model assessment
methodology is performing appropriately, a semi-structured survey is organized with chosen
offices of architectural design. A five level project management maturity model is evolved to
assess the design offices of architecture’s project management maturity model. The
assessment’s outcomes offer the essential data for architects to develop their project
management activities and processes. The well defined architectural design process structure
seems to assist the culture of project management and have importance of greater maturity
levels of project management.
Chapter (3) Maturity Model
Gonzalez, Marle and Bocquet (2007) proposed a study on measuring project maturity an
example in a French automotive organization. The limitations of the project are developing
continuously in terms of cost, time, ROI, customer satisfaction and in terms of a number of
stakeholders, complexity, a number of parameters to handle and a number of communication
between these parameters. The community of project management has described concern in
methodologies evolved to improve and assess PMM during the past 15 years. Several firms
have been performing on the issue and have evolved varied types of PMM models. In this
study the author describes the study on maturity of project in a French automotive organization.
The aim of the study is to explain and perceive the significance of utilizing a model of maturity
in firms as project success is a major factor. The author describes how the project maturity
measure supports to develop a control over project by utilizing KMI (key maturity indicators).
Thus it can be understood from the study that project management can supervise and control
projects using maturity indicators and maturity models to develop the performance of project.
Sukhoo, Barnard and Eloff (2007) proposed a study on an evolutionary software project
management maturity model for Mauritius. Software PM is the present discipline that develops
during the 2nd half of 20th century. Most of the methodologies of software project
management feasible nowadays were evolved in European or western nations and the study
revealed that there is a requirement to formalize a framework of software project management
for developing nations specifically in Africa. Based on discussions and survey with software
professionals a software project management methodology is being developed. The
methodology is based on a model of maturity as Mauritius predicted to be the methodologies
of software project management in European/Western firms. This study recommends the
ESPM (evolutionary software project management maturity model). This model is indicated
as a conical framework to show the evolutionary growth of Kerzner project approach and is
represented onto the PDCA (Plan-Do-Check-Act) cycle. The model is a structure to better
show the evolutionary growth to be regarded for project management and a developed level of
project management. In order to verify the proposed methodology, one case study has been
involved. The methodology application to the project could not be argued briefly in this study.
The growth of Kerzner project approaches in a firm takes time and case study is a snapshot of
methodology applications.
Chapter (3) Maturity Model
Constantinescu and Iacob (2007) proposed a study on capability maturity model integration.
In this study the author presents an overview and an introduction to the process model of
capability, maturity model integration that seemed from the requirement to mention company
wide, generic and issues of organization for vast number of active domains offering a flexible
structure that permits further extensions of plug-ins to be added. In a trial to develop the way
of firms and organizations they arrange and perform business, several standards,
methodologies and models. Most of these models are meant to develop particular activities
only for particular firms and do not acquire a systematic approach to general issues which
most firms are facing. To resolve these problems this study has adopted capability maturity
model integration. Such models have been made for software developing firms namely SEI
(Software Engineering Institute) SW-CMM (Capability Maturity Model for Software)
concentrates on software engineering firms. Capability maturity model integration offers an
interconnected and stable model with much brief description of the product lifecycle than other
alternative products of process for the improvement of the study. Thus it can be understood
from the study that capability maturity model integration enhances collaboration between
software and systems engineering aids firm to concentrate on end product and its related
methods.
Fauzi and Ramli (2007) study depicts a model to assess SPM (software project management)
practices using their SPMMA (Software Project Management Maturity Assessment) model.
They argue the procedures, assessment outputs and inputs of model, the questionnaires of
assessment, selection of team related with software project management maturity assessment
model. The author has verified their model in a middle sized information technology firm. One
pilot project conferred with certification of ISO 9001 has been chosen to carry out the
assessment. For this assessment version it only focuses on the practices of project management
which consists of project monitoring, planning of project, risk and control management areas
of process. This study also argues about the positive and negative facts of the present method
in the pilot project. Thus it can be understood from the study that SPMMA model is very much
helpful for software organizations to monitor and control projects successfully.
Desai (2007) proposed a case study on organizational project management maturity model.
The extent to which a firm practices project management efficiently is known as OPM
(organizational project management). The below figure shows the OPM3 Model:
Chapter (3) Maturity Model
Figure 3.4 Organizational Project management maturity model
Source: Comindwork.com
OPM is referred as the application of skills, techniques, knowledge and tools of project and
organizational activities to accomplish the targets of a firm through projects. Efficient PM
helps the firms to accomplish strategic targets. By arranging organizational project
management strategies to strategy of business, it fills the gap between strategic planning
processes of firms to achieve successful projects. The objective of this study is to apply and
understand the present organizational project management maturity model’s framework in the
context of the IProcure Systems Inc. Company. Thus it can be understood from the study that
organizational project management maturity model must be implemented in every firms to
accomplish their strategic targets through projects while securing resources of organization.
According to the study of Marcal et al (2007) the CMM (capability maturity model) and CMMI
(capability maturity model integration) have been used widely for assessing maturity of
organization and capability of process throughout the globe. However the quick pace of
modification in IT has affected developing frustration with heavy weight schedules,
documentation and specifications imposed by maturity model and contractual inertia criteria
of compliance. The methodologies of agile have been acquired to solve this challenge. The
Chapter (3) Maturity Model
target of this study is to present a representation between capability maturity model integration
and to one of these methodologies on the scrum. It reveals how scrum mentions the process
areas of project management of capability maturity model integration. This is helpful for firms
that have their plan-driven method based on capability maturity model integration and
integration is scheduling to develop its methods towards agility or to help firms to refer a new
framework of project management based on both scrum and capability maturity model
practices. Thus it can be inferred from the study that capability maturity model integration is
helpful for firms to develop their processes towards agility or support firms to refer a new
framework for project management based on both scrums and capability maturity model
practices.
Brookes and Clark (2009) study presents the examination findings to estimate the PMMM
(project management maturity model) role in developing practice. Project management
maturity model are used constructs widely. Implicit within their usage is a notion that develops
the performance of project. However restricted empirical proof occurs to perceive the contrast
efficiency of these approaches. Furthermore there are numerous major omissions in certain
existing modes of maturity. This study estimates existing project management maturity model
critically and outlines several differences between them. The evaluation reveals that, project
management maturity model is used reactively not proactively and that they do not have
adequate rigorous protocols in project management maturity evaluation. This study infers by
mentioning the restricted empirical proof that has related project performance and project
maturity and makes recommendations for further examinations to fill this gap. It can be found
from the study that project management maturity model is required in developing the
performance of project management.
According to the study of Khoshgoftar (2009) maturity models are one of the vast spread
regions in the sector of developing performance of organization. They recognize strengths and
weaknesses of organization as well as offer information of benchmarking. There are numerous
models of maturity like CMMI, OPM3, BPMM, P3M3, Kerzner project management maturity
model and PRINCE etc. These models are varied from each other in terms of their features and
factors and also there is no standard related to these models. Therefore it is essential for firms
to be capable of assessing their circumstances by a useful and comprehensive model.
Accordingly, the aim of this research is to contrast the models and to predict a suitable model
Chapter (3) Maturity Model
of maturity. This study compares present models of maturity in terms of chosen variables. The
outcomes reveal that organizational project management maturity model is much applicable
than others. Thus it can be understood from the study that among the numerous models one of
the models is discussed and has been chosen as a suitable one for organizations.
Patel and Ramachandran (2009) conducted a study on agile maturity model a software process
improvement framework for agile software development practices. The methodologies of agile
software development have established best practices in the development of software.
However the author required to supervise and adopt those practices continuously to expand
their advantages. Their study has concentrated on suitability, adaptability and SMM known as
AMM (agile maturity model) for environments of agile software development. This study
establishes a method of suitability assessment, adaptability assessment and improvement
structure for improving and assessing best practices of agile. The author has also evolved an
automated tool based on web to assess suitability, improvement and adaptability for practices
of agile. The main aim of this study is to refer a model of generic process for improvement of
software process that is applicable for environments of agile software development, to define
and recognize agile practices for every level of maturity and associate agile practices issue to
the goals of improvement. It can be understood from the study that agile maturity model is
developed for future growth in the area of agile improvement of software development process.
Wazed and Ahmed (2009) conducted a study on project management maturity model (PMMM)
in developing online statistical process control software. The concept of project management
is acquiring, developing familiarity to manufacturers, developers of product and particularly
engineers because of its versatility uniqueness and its capability to manage costs and time
much effectively. With the every developing competitive surrounding, the commencement of
project lead time is becoming an essential problem.
PMMM (project management maturity model) can combine the relevant perspectives and
contribute to management of time and cost. This study encloses entire perspectives of handling
a real time engineering SPC (statistical process control) development project of software
ranging from conceptualization of project to risk management, control of cost and
measurement of performance. Along the way different techniques and tools have been utilized.
The main inferences found from the study are that entire perspectives of project management
must be regarded in a combined way. If any one of them is missed it may cause bad outcomes.
Chapter (3) Maturity Model
With the approach of project management and statistical process control solution any project
may be handled within the budgeted costs and scheduled time. Thus it can be understood from
the study that PM is very essential for managing big projects to attain time and cost limitations.
Crowston and Qin (2010) conducted a study on capability maturity model for scientific data
management. In this study the author suggested a CMM (capability maturity model) for SDM
(scientific data management) practices with the target of assisting assessment and development
of these activities. The below figure shows the capability maturity model:
Figure 3.5 Capability Maturity Model Source: 12manage.com
The capability maturity model explains the major process regions and practices essential for
efficient scientific data management. The capability maturity model further describes the firms
by depicting the maturity level of these processes, which determines the capability of the
organization to perform the process reliably. This study recommends that this structure will be
helpful to firms in planning and evaluate developments to their scientific data management
practices. It can be concluded from the study that careful explanation of varied maturity levels
may serve as an impetus for firms to develop their maturity level thus enhancing better
scientific data management.
According to Ghazal, Soomro and Shaalam (2013) CMM is considered as a method by which
features of mature enterprises are used. It comprises of structured levels that shows how
activities are being performed, practices and procedures of an organization are in competence
Chapter (3) Maturity Model
with the produced outcomes or not. The two major objectives of CMM are to predict firm’s
maturity level as well as the practices that are in compliance with the firm’s objectives. It is
required to establish a CMM in order to compete in the market. CMM came out with a view
that work conducted in IT and software companies require up gradations. CMM also helps in
establishing a benchmark and opens a direction for further improvement. This will help in
determining current position of an enterprise with respect to its competitors. Being a
recognized practices benchmarking also pose a problem as most of the firms doesn’t share their
competitive secrets. Capability maturity models in this regard use various resources to establish
best practices for a particular domain. Thus, firms benchmark them among these best practices.
CMM was developed in order to develop software. For this, organizations must be capable of
engaging several key software development practices such as configuration management or
requirements determination.
The above mentioned practices are combined into key process areas in this model. These areas
when implemented collectively fulfill the goals important for attaining success. Reliable
organizations execute these practices properly and perform them in a consistent manner. Each
level of the development process is termed as common features. The efficiency of a wide range
of business operations has been enhanced with the use of CMM. in other industry sectors this
framework has been adopted to make improvements in business processes and increase
organizational efficiency significantly. Best practice such as those of project management and
lean techniques are considered as a major aspect of CMM which facilitates process
improvement. As per the maturity level business processes are being rated or measured. There
are various project management risks that have been described by the author such as poor
management, scope, budget availability and resource requirements. Other than this,
expectations of stakeholders involved in a project is not managed properly, difficulties in
communication, weak project management , lack of structural framework , problems
associated with external suppliers are some of the other project management risks. In this
regard, CMM proves to be a better example in solving all the above mentioned problems. It
can be thus inferred that in order to conduct business operations successfully models such as
CMM can be quite useful. Moreover, CMM helps in managing projects’ cost and time
effectively. Project management flaws can be eliminated properly with the help of CMM.
Chapter (3) Maturity Model
Demir and Kocabas (2010) conducted a study on project management maturity model in
educational organizations. PMMM (Project Management Maturity Model) is getting familiar
because of its ability and versatility to cost much effectively and control time. Several
organizations have embraced project management as a major strategy for remaining rivalry in
nowadays highly competitive business surroundings. The project management maturity model
permits the firms to recognize what steps must be acquired, what deeds must be achieved and
in what sequence to realize measurable and meaningful outcomes. With the help of maturity
model educational firms can decide their ability to deliver higher education on a five scale. A
literature review has been made about maturity model and it has been argued how to utilize
maturity level in educational firms in this study. Thus it can be understood from the study that
to develop effectiveness of educational firms, project management maturity model becomes a
strategic part of yearly organizational plan.
According to the study of Jamaluddin, Chin and Lee (2010) surveys show that greater the firms,
PMMM develops the larger performance of the project. However, it is important to first
perceive the needs of such a model of maturity in the target sector or industry context. In this
study the author targets to assess the present status of PMMM adoption in information,
communication and telecommunication industry in Malaysia as an initiative to conceptualize
usage model in the sector. An online survey was undertaken to examine the project
management maturity model’s awareness level, its practice or adoption extent and its
prerequisite needs for utilization in information, communication and telecommunication
industry. Based on the observations a preliminary structure of project management maturity
model is suggested in their next study phase. Thus project management maturity model is very
essential for organizations to perform their projects successfully.
The study of Jing-wu and Xian (2010) presents the PRINCE2 based PMM model that positions
and determines relative level of project management of organization with other firms. The
comprehensive model follows a systematic process to set up present level of project
management of firm. Every level of maturity comprises of focused areas of key project
management and every key focuses on the area of project management tools according to
PRINCE2. The model develops from functionality driven practices of organizations to project
driven firm incorporates continuous learning of project. It can be found from the study that the
Chapter (3) Maturity Model
base model of PRINCE2 offers a disciplined and orderly method to accomplish greater project
management maturity level.
The major need of Khosravi et al (2011) study is to present a case study in enforcing a
project for improvement and developing the methodology of project management in a
company based on project. The approach used in this development project is the most essential
model in maturity of project management. The major project points are emphasized in this
study in addition to detailed literature review in maturity models are context, significance of
maturity models and OPM3 (organizational project management maturity model) in which the
latter is the general structure for the approach used in this development project. The 5 steps
described by organizational project management maturity model have been undertaken in this
study. For the assessment of maturity level, a program was evolved in Microsoft Office Excel.
It can be understood from this study that organizations must implement organizational project
management maturity model to improve the effectiveness and competencies of project
management.
According to the study of Al-Qutaish and Abran (2011) the product quality can be evaluated
either directly by viewing into the product itself or indirectly through evaluating the method
utilized to evolve that product. In the field of software engineering there are presently many
capabilities and models of maturity for evaluating a group of particular software methods but
only few maturity models of product are interested in evaluating the software product quality.
This study describes a model of maturity configured to evaluate the software product quality
directly that is the SPQMM (Software Product Quality Maturity Model). This maturity model
design is used to evaluate the software product quality which indicates a new challenge in the
study of software engineering sector. This model is based on 6 sigma product quality view and
manages its sub-models specified in ISO 9126 i.e. the SPIQ (Software Product Internal Quality
Maturity Model), the SPQUIMM (Software Product Quality-In-Use Maturity Model) and
SPEQMM (Software Product External Quality Maturity Model). This SPQMM is utilized to
decide the quality maturity of a software product. Henceforth, it can be inferred that the quality
maturity model based on the software product is an essential one for the IT firms in order to
assess the quality of their products.
Elmaallam and Kriouile (2011) conducted a study on a model of maturity for IS risk
management. The risk management is a crucial direction for any firms to accomplish its
Chapter (3) Maturity Model
objectives. As the information system is a major asset for firms handling information system
risks it becomes much essential, particularly within a globe in perpetual modification. Since
information system risk management creates value and follows a continuous improvement
process arranged by a maturity model representing in every time with the runways of
development. The learnt literature reveals the lack of model that handles the maturity of
information system RM and that regards the entire components of information system. The
main purpose of this is to begin reflex-ion around this region and deliver an information system
RM maturity model. First the author mentioned the definition of information system that will
fix the scope. Secondly the author refers the process of information system RM that will fix
the way. Thirdly the author also evolves the information system RM maturity model. Finally
the author infers prospects opened to this study. Information system is an essential component
for development of business. Thus it can be understood from the study that information
system’s RM maturity model is indispensable and an essential activity for all organizations.
Liou (2011) proposed a study on improving CMMI in an immature world of software
development. The researches of software engineering have attempted to recognize the
obstacles and success factors for the development of software. From most of the research
conclusions associated to the problem reveal that process of software is one of the most
essential subjects contributing to the failure or success for the development of software. The
capability maturity model integration focuses specially on development of software. However
as evolving from CMM (capability maturity model) of software the capability maturity model
integration has inherited certain process problems that can degrade the process maturity
effectiveness of a firm severely. In this study the author describes certain problems occurring
in present version of capability maturity model integration. The upward verification method of
maturity level is a leading problem. Another leading problem for capability maturity model
integration is its lack of process practices for firms and their suppliers have greater level of
maturity than they perform. Certain feasible suggestions for those problems are suggested to
develop capability maturity model integration. Thus it can be found from the study that
capability maturity model integration is a better model for process of software development
improvement and management.
Yimam (2011) has learnt the project management maturity in construction sector of evolving
nations. This study has also recognized two leading gaps in the existing models of maturity
Chapter (3) Maturity Model
and suggests a project management maturity model to solve the gaps and adapt it to the
developing nation’s context. The contractor’s maturity assessment in Ethiopia predicted
reduced project maturity level... Further the study predicted ISO certified project management
maturity of contractors to be greater than those which are not. Similarly the contractor’s project
management maturity which is involved in the program of capacity building is predicted to be
greater than those which did not involve in it. Similarly project management maturity of road
contractors is predicted to be greater than building contractors. Moreover the study predicted
greater level of maturity for procurement, material, time, cost, finance and HRM. Safety and
risk management are predicted to be the least matured areas of project management. It can be
understood from the study that the project management maturity must be assessed not only in
construction sector but also in other sectors in developing nations for managing projects
successfully.
According to the study of Chouhan and Mathur (2012) with developing demand for products
of software with greater quality, it has become crucial for firms to adopt models of quality
namely ISO (International Standard Organization) 9001 CMMI (Capability Maturity Model
Integration) or Six Sigma etc to sail and set on their quality journey. The strong importance on
assurance of software quality in these models coupled with mantra of modern days especially
prevention is the requirement for proactive assurance of quality is greater than ever. SQA
(software quality assurance) is a systematic and planned approach essential to offer sufficient
confidence on a product or an item that assures to set up procedures, policies and standards.
This study describes the SQA role in firms to ensure software product development quality.
As the firms change and grow the roles and needs also alter. With the growth of the
organizations, their demands and roles also change. Relying on the kind of organization and
product itself the lifecycles may vary and the tasks carried out by quality firms develop. The
evolution takes popular tracks following the patterns based on organization’s maturity and
other factors. The SEI (Software Engineering Institute) maturity model and other standards are
common in perceiving the roles and importance for quality group. CMMI is a method of
improvement for the development of software. This study explains the significance of software
quality assurance development. It can be found from the study that to accomplish capability
maturity model level organization has to follow entire procedures and standards of software
quality assurance to improve and control the productivity of software process.
Chapter (3) Maturity Model
Hemmati, hemmati and Ahmadifard (2012) conducted a study on the acquaintance with
organizational maturity model of project management. The PMI (Project Management Institute
of America) prepared the model of maturity of organizational PM in 2003. Organizational
Project Management maturity model concentrates on extensive project management pattern in
firms and towards its responsibilities and goals. Because every project must be completed by
successful performance of skills, science and components of PM, its last value must be viewed
as a tool for entire values in manual values of the firm and this choice must be considered
during execution of project. Project Management Institute of America organization also
prepared examining methodology based on standard whole programs of consultants and
analyzers. The target of this study is representation of organizational PM significance for
organizational project management maturity model understanding values. The intention of
developing this study is to represent the organizational PM significance to manage the project
on maturity model while, understanding the values. The organizational PM meaning in which
organizational project management maturity model predicted is new. This study attempts to
implement this document and describes how this model is utilized and what profits are acquired
by the firms.
According to the study of Campbell (2012) nowadays firms are handling with uncertainty and
complexity on a scale that has never been viewed before, social and economic upheaval is
altering the game rapidly than they can study it. Several firms are configured for business as
usual for a time when there is no modification and when they are performing effectively and
at full speed. This study uses new norm which evolves agility to be capable to adapt and change
constantly to meet compliance, competitive and economic drawbacks. A truly agile firm is
capable to meet these drawbacks through projects that are nimble and adjusted and assessed
constantly by an informed and knowledgeable leadership and in a way that is normal and
routine for staffs. This study has adopted organizational change maturity model. The below
figure shows the organizational change maturity model:
Chapter (3) Maturity Model
Figure 3.6 Organizational change maturity model Source: Campbell. 2012
This model has five maturity levels across 3 major categories of organizational change and it
is an ideal component to assess the levels of capability and evolve approaches to have maturity
further. It can be concluded from the study that capability of project change management
develops with the strength of firms in project management.
Rapaccini, Saccani, Pezzotta, Burger and Ganz (2012) proposed a study on service
development in product service systems of maturity model. This study suggests a model for
assessing new service development maturity methods on manufacturing firms that provide
services of product. The model adopts a 5 stage scale on which key elements are estimated
according to following dimensions: 1) the use of particular resources, tools and skills; 2)
approach utilized to handle projects and processes; 3) participation of suppliers, stakeholders
and customers and 4) performance management system’s adoption. An empirical model
application was undertaken based on an inter-firm workshop and in depth surveys. Such a
model permits not only to explain the maturity of new service development methods of an
organization but also recognizes the major gaps to prioritize development actions. Thus it can
be found from the study that the maturity level of new service development methods of product
Chapter (3) Maturity Model
related firms or manufacturing firms for growth of product services is useful in assessing how
the case firms undertake their new service development methods.
Lianying, Jing and Xinxing (2012) proposed a study on the project management maturity
model and application based on PRINCE2. The PMM model is considered as a helpful
component to estimate project management capability of organizations. Through review of
literature this study constructs a new type of PMM known as PRINCE2 Capability Maturity
Model based on the principle of attribute synthetic assessment and PRINCE2 method. The
below figure shows the PRINCE2 Maturity Model:
Figure 3.7 PRINCE2 Maturity Model Source: Oxford Brookes University
The PRINCE2 maturity model explains a group of KPA (key process areas) needed for
efficient use and implementation of PRINCE 2 within a firm. This is a core value of PRINCE
2 maturity model and this model explains how to handle an individual project which does not
involve any methods on how to embed P2MM whereas PRINCE2 maturity model performs.
PRINCE2 maturity model explains the major practices aligned to tools and processes of P2MM
to enhance repeatable method application and moves further to explain the major practices
needed to embed the process as a standard process of business for handling projects. These
involve assigning ownership, training, tailoring the process, mechanisms of quality assurance
and combining with other systems of management. This model has established a quantitative
system of evaluation index utilized as a survey questionnaire method based on web and cobweb
model to present the last outcome.
Chapter (3) Maturity Model
Neverauskas and Railaite (2013) proposed a study on formation approach for project
management maturity measurement. The success of the business is one of the essential activity
features of the organization. In several cases, this is achieved through the use of modern PM
for accomplishing strategic targets. Contemporary PM is based on permanent continuous
enhancement PMM in progress firm. More and more private and public sector firms become
concerned in project management and its impact to meet strategic targets of organization. They
are making efforts to develop the professional skills and knowledge in PM and attempting to
develop the PMM level. The methodology used in this study is based on evaluating and
identifying major problems considering evaluation project management maturity and
perceiving project management peculiarities in firms with its particular challenge
surroundings. The theoretical examination of existing models of maturity permitted contrasting
them and recognizing their benefits and drawbacks. Most of the familiar project management
maturity model could be utilized in different firms but not for firms featured with specific
activity like high schools and others. It can be inferred from the study that this study offers
solutions to measure the maturity of PM and adapted proper decisions of management.
Carcary (2013) conducted a study on IT Risk management a capability maturity model
perspective. Perceiving the value derived from investments of information technology and
information technology enabled operational movements, it is hard and has been a research
subject and discussion among information, communication technology, academics and
practitioners for several years. This is specifically so because creative developments of
technology have assisted transformative modifications in activities of organizational
operations. The study continues to examine approaches not only to perceive the value derived
by information technology but also to optimize the value. One of the major perspectives of
optimizing information technology-driven value is the need to manage risk effectively. The
information technology risk landscape’s continual evolution needs efficient practices of risk
management for entire area of information technology risk such as investments, security,
service agreements, information privacy and protection of data. Handling these areas of risk
effectively pose specific relative from the chief risk officers and chief information officers
prospect. Hence essential considerations must be provided to not only for the methods included
in prioritizing, assessing, monitoring and handling these hazards but also to assure the growth
of a proper culture of risk and the set up of efficient governance structures of risk management
Chapter (3) Maturity Model
to assist efficient risk management. This study investigates the framework approach/maturity
model to develop the information technology capabilities of organizations with particular
reference to handle information technology associated hazards effectively and develop value
derived over time. A new maturity model based on information technology risk management
is presented in this study. The below figure shows the Information Technology-Capability
Maturity Model Framework:
Figure 3.8 IT-CMFSource: Carcary, 2013
This structure is an information technology capability maturity framework part which assists
value driven information technology practices of management. It was evolved by Ireland
Maynooth National University in Innovation Value Institute following an open innovation
research and a design science approach. The Critical capability of risk management described
in this study enhances firms to decide their information technology risk management maturity
and recognize major suggestions in particular areas to develop over time of maturity. This
study also presents maturity model approach analysis to handle risk, to develop information
technology capabilities of organization and to derive enterprise wide value from much mature
practices of information technology. Thus it can be understood that this study has developed a
new Information Technology-Capability Maturity Model to develop and identify the risk
management capabilities of the organization.
Chapter (3) Maturity Model
According to the study of Farrokh and Mansur (2013) there occurs a strong correlation between
effective project management and competitive benefit for firms. Therefore firms are striving
to assess and standardize the severity of their project management capabilities and processes
that is mature for project management. Standardization firms and researchers have evolved
numerous PMMM (project management maturity models) to assess maturity of project
management of firms. This study describes a critical evaluation of certain major project
management maturity models against organizational project management maturity model in
several ways to view at which project management maturity models is the most inclusive
model which could assess several organizational aspects and support the firms in acquiring
competitive benefit over rivalries. After a brief morphological model analysis it is inferred that
organizational project management maturity model is the most promising model of maturity
that can offer a competitive benefit to firms due to its distinct approach of improvement and
assessment strategies. It can be understood from the study that organizational project
management maturity model is the most promising model of maturity for any firms carrying
out projects to acquire competitive benefit.
The study Ghazal, Soomro and Shaalan (2013) discusses about the integration of PMM (project
Management maturity) based on CMMI (capability maturity model integration). Software
development is an industry field which is typified by iterative advancement and rapid change.
In consequence several frameworks of project management occur within the software
development field. Some of these have been evolved from the existing models acquired from
other sectors of industry. On the other hand, some of them have developed over time in
response to rapidly modifying software developer’s requirements and their assisting teams of
project. This study investigated 2 specific frameworks specifically which are used familiarly
within development of software namely the CMMI (Capability Maturity Model Integration)
and PMM (Project Management Maturity) structure. The use of an integrated framework will
develop the project management efficacy and will permit stakeholders involved to have larger
visibility and control of essential problems. This study contrasts and compared critically the
two and suggests a synthesized structure which draws upon the good elements of two models
to make an agile structure, which motivates technical precision and best practice within the
projects of software. It is decided that a synthesized structure decreases the hazards inherent in
PM and can be deployed in a range of circumstances effectively. It can be inferred that this
Chapter (3) Maturity Model
study has integrated project management maturity model and capability maturity model to
comprise a unified component which is helpful for several software project management.
Abdul Rahman, Asef, Alashwal and Loo (2013) proposed a study on a conceptual model of
the relationship between risk management maturity and organizational learning. In Malaysia,
the construction projects included prevailing hazards that influence the project embodies
management triangle performance. An approach to mature risk management would be proper
to overcome these hazards. The attempts of organizational maturity in its major target is to
acquire greater performance in varied aspects of project management involving risk
management of project, OPM3 (organizational project management maturity model) is a model
of maturity introduced by PMI (Project Management Institute) which suggests continuous
development involving entire nine areas of project management. The correlation between
organizational learning and risk management has been emphasized by different authors.
However the rapport between organizational project management maturity model and the two
processes have not decided yet.
Furthermore literature has not introduced any practices of learning which is helpful to develop
risk management of organizational project. Regarding the present subject’s literature this study
tries to advance a theoretical model of correlation between practices of organizational learning
and maturity of project risk management. Three moderating factors are also discussed and
presented in the model namely size of the organization, experience level of employees and
turbulence of technology. It can be inferred from the study that the construction organizations
are benefiting from the implementation of the organizational project management maturity
model to advantage themselves from practices of learning.
Fedounaki, Okar and Alami (2013) conducted a study on a maturity model for business
intelligence system project in small and medium sized enterprises. Several studies on models
of maturity have been undertaken. Some refer mainly to models of maturity for business
intelligence. Initiating from existing literature analysis, the aim of this study is to evolve a
model of maturity for the project of business intelligence system in SMEs (small and medium
sized enterprises) based on critical success factors concept. This model will be approved by
two processes. The first is a pilot model test in a medium sized enterprise in Morocco to
describe the capability of assessing the business intelligence system project maturity and
whether it can evolve a development roadmap. The second is an empirical examination in
Chapter (3) Maturity Model
Morocco’s small and medium sized enterprises by utilizing a survey to depict whether it can
estimate the business intelligence system project’s maturity in various industries. It was
predicted that in different lifecycle business intelligence system stage’s maturity was
independent from each other. The stages are determined mainly by technical perspectives are
much advanced than those stages that are related to people and process. Thus it can be
concluded that maturity model is essential for small and medium sized enterprises to assess
their business intelligence system’s projects. Weldemariam (2013) conducted a study on
assessment of project management capability. This study presents a case study organized on
project management capability assessment using a PMMM. The purpose of this study is to
evolve an understanding of what PMM is and assess the present maturity level of the
organization. The project management maturity model can be defined as a tool of assessment
in order to contrast the capability of the delivery of the project with the established good
practices, by going against the competitive firms. Additionally measuring the maturity level
offers a roadmap for development to the greatest maturity level. The maturity model consists
of major methods and best practices of project management. The model utilized in this study
is evolved utilizing two dimensional structures that depict key areas of knowledge and five
level maturities. The outcome was acquired through empirical review and analysis of process
of project management. The findings from assessment represents that the overall capability of
PM of firm is at level 2 maturity and below.
The outcome inferred that certain processes of PM were referred but not applied to entire
projects consistently. It can be inferred from the study that PMMM is useful for firms to
develop and progress capability. Zeb, Froese and Vanier (2013) proposed a study on
infrastructure management process maturity model development and testing. For a better aid
infrastructure firms and society must employ their systems of civil infrastructure efficiently
and effectively engaging better practices in management of infrastructure and similar systems
of information. Information system’s matured communications follow a usual trend, away
from informal human to human interaction towards computer to computer exchange of
information. For effective enforcement of information exchange based on computer these
interactions must be explained formally. As a part of a bigger study into the communication
Chapter (3) Maturity Model
formalization within the industry of infrastructure this study investigates the level to which the
communications and processes of work are designed and formalized presently within the
infrastructure management domain.
The following study adopts an approach of maturity model. Apart from that, there are
numerous other models of maturity that performs in the IT firms, but, their processes and
communications are operated and managed in a different manner. To solve this problem an
IM-PMM (infrastructure management process maturity model) is evolved to assess the extent
to which the communication and processes of work are formalized within a particular domain
of engineering namely management of infrastructure. A 5 step process is utilized to evolve
infrastructure management process maturity model to refer the issues, contrast the already
existing models of maturity, evolve the model, apply the model and estimate the model of
maturity.
This study explains the application and development of IM-PMM that can benchmark the
present maturity level of work communications and processes in infrastructure management
domain. The suggested infrastructure management process maturity model utilizes a 5 maturity
level scale and utilizes 3 core elements to benchmark already occurring processes of work plus
additional element to benchmark existing interactions. The suggested model has been tested
and applied in infrastructure management domain using an approach of structured interview.
The outcomes reveal that existing communications and processes of work are achieved in an
adhoc way describing the requirement for further developments that work if infrastructure
firms intend to deploy advanced IS. As an evaluation part the recommended infrastructure
management-process maturity model is approved through testing and using it in infrastructure
management’s domain and future work will perform validation through reviews of industry
experts. It can be understood from the study that infrastructure management process maturity
model aids the personnel of transaction development to benchmark and assess the work
communications and processes maturity in the infrastructure domain of organizations.
According to the study of Backlund, Chroneer and Sundqvist (2014), various types of PM3
(project management maturity models) occur nowadays are most of them inspired by CMM
(capability maturity model) evolved in the initiation of 90s intended originally to estimate
capability in projects of software development. This study indicates that firms with a greater
level of project management maturity are anticipated to be successful in project efficiency and
Chapter (3) Maturity Model
effectiveness terms and thus have a competitive benefit in the marketplace. Though many
project management maturity models evolved during a time period of around 20 years,
knowledge about how project management maturity models are used in firms is scarce within
the literature of project management. This study describes how major construction and
engineering firms view project management maturity and project management maturity
models to improve and develop their practices of project management. These types of firms
are object oriented and project intensive mainly and have the abilities to carry out overall
initiatives of business development that is applicable for using project management maturity
models.
The project management maturity model contribution to development and improvement of
organization is not clear. Therefore a literature review pointed out varied perspectives in
considering project management maturity models mainly for their strengths, weaknesses and
purpose. To what degree project management maturity models are utilized, interviews have
been organized with 7 participants within varied project intensive firms in their roles as in
charge of project management development or project managers. How a project management
maturity model is applied and introduced through in depth case study at leading mining firms
in Sweden. Thus the outcomes reveal that the application of project management maturity
models in Swedish construction and engineering firms are restricted representing that further
study is required. It can be inferred from the study that project management must be used to
estimate the capability and refer targets of improvement for firms desiring to develop the
effectiveness of their project management to deliver projects in long term successfully.
Karim, Rahmin and Danuri (2014) conducted a study on developing the value management
maturity model. The practices of value management have been extended and became a well
acquired technology globally. Now organizations are advancing towards a better value
management, implementation and must be assessing their weaknesses and strengths to move
competitively further. There is a requirement to benchmark the existing practices of value
management to reflect their levels of maturity which is presently not feasible. This study
describes the value management maturity model concept as a structured plan of performance
and maturity growth for business. It suggests 5 maturity levels and every level has its own
attributes or criteria to be accomplished before advancing to a greater level.
Chapter (3) Maturity Model
The value management maturity model’s framework has been evolved based on literature
review associated with maturity models and value management. The data has been gathered
using the questionnaire survey process for the firms that have implemented the methodology
of virtual management. Additionally semi structured surveys were organized to choose
individuals included in enforcing value management. The questions were evolved to
accomplish the objectives of research examining the present implementation of value
management and describing the maturity model practices and knowledge of organization.
However this study was restricted to implement the value of management in government
programs and projects of Malaysia. Value management introduces a new paradigm in value
management as it offers a method of rating for performance or capabilities. It is advocated that
this value management framework is refined in progressive step to offer a well approved and
comprehensive process to offer ratings for maturity of organization. It can be inferred that the
value management maturity model is very useful for organizations in many countries since it
saves the expenditure of government and enhances the project completion speed.
According to the study of Nenni, Arnone, Boccardelli and Napolitano (2014) effectiveness
of organization relies partly on the success of its projects. With this in mind most of the efforts
have been invested in present decades to develop the culture of project, but outcomes are
unsatisfactory highly. PMMMs (Project Management Maturity Models) are viewed both by
industrial communities and academic as a solid instrument to accomplish this target. The point
at issue is that researches and surveys reveal that project management maturity models must
be linked better to financial and business performance. The aim of this study is to describe the
improvement scope to develop project management maturity models as business oriented
structures. It can be inferred from the study that project management maturity models indicate
a solid answer to the needs of organization and it develops to perform better in assisting a firm
to accomplish their business targets.
Soares and De Lemos Meira (2014) proposed a study on an agile PMMM for software firms.
The agile methodologies have been applied in those firms which consist the maturity models
of OPM3 (Organizational Project Management Maturity Model) or CMMI (Capability
Maturity Model Integration). For this, there has been much controversy in the software sector
and in the academic environment. The two methods evidently have certain major principles
and varied bases, but on the other side adopting them jointly has highly become a reality of
Chapter (3) Maturity Model
software firms. However the rush to meet the levels of maturity within deadlines that are
smaller and the definition of inflexible and heavy methods outcome in development projects
with distinct objectives of adherence to such models always reflecting in undertaking
unimportant activities and producing excessive documentation. In this study agile
methodologies are much demanding as they are lighter and this is related to their evident
providing rapid development at a reduced human effort cost. In this scenario this study
describes an agile PMMM definition for software development firms. It can be found from the
study that a maturity model provides assistance for project management based on relevant
frameworks, validated method and models and on developing use of software development
processes.
Matrane, Okar and Talea (2014) conducted an empirical investigation on the project
management maturity in the small and medium scale enterprises in Morocco. In the present
years several studies have concentrated on project maturity assessment. Some are based on the
project management maturity. In this study the author targets to assess the project management
maturity level in SMEs (small and medium sized enterprises) in Morocco. Therefore the author
followed two processes. The first is a pilot test for a 4 medium sized enterprise in Morocco to
decide the project management maturity level. The second is an empirical examination in small
and medium sized enterprises in Morocco by using a survey based questionnaire of capability
maturity model integration to demonstrate their capability in project management. In this study
the author will explain the maturity model most reviewed in literature with a contrast study of
varied models. To assess the maturity level of project management in small and medium
enterprises in Morocco two approach results are presented by the author. It can be found from
the study that PMMM is used in small and medium enterprises to help the firms to enforce the
maturity easily in process of project management.
Spalek (2014) conducted a study on assessing PMM (project management maturity) in the area
of knowledge management in the selected companies. The below figure shows the project
management maturity model:
Chapter (3) Maturity Model
Figure 3.9 Project Management maturity ModelSource: Grierconsulting.com
Project management is of greater importance for firms nowadays. This is of special concern
for those firms which perform multi project surroundings. For them it is difficult to predict
how better they are at handling projects. To that the end assessment of PMM) subject was
evolved. However acquiring a picture of the firm is the first step. The second step is to examine
the outcomes based on them to carry out proper activities in order to develop effectiveness in
management of project. There are different assessments of project management maturity
models in varied areas. In examining present trends of management the concept of knowledge
management is one of the most essential one. Therefore in the view of author the modern model
of project management maturity must mainly mention the area of knowledge management. In
the following study which is based on the global empirical research consisting of 400 firms,
the author has argued on the project management maturity level in context to the knowledge
management area.
The assessment was performed using the project management maturity model of author which
estimated maturity in 4 areas namely human resources, tools and methods, knowledge
management and project surroundings. The examined firms were from construction,
machinery and IT branches. The main effort of the study is focused on machinery sector as this
economy field is not identified well in empirical study similar to PM. Moreover the major
target of this study was to contrast foreign and polish firms through an investigation of different
sector. The study outcomes showed that the foreign firms are at a greater project management
maturity level in the area of knowledge management than their polish equivalent. This
variation is argued in the study. Among the sectors the most matured was IT and this is
Chapter (3) Maturity Model
expanded on. Additionally this study reveals that the level of mean maturity of entire examined
firms is rather little. The reason is that facts are described and the suggestions for the firms are
highlighted. Thus, it can be inferred that the management of the project knowledge is an
essential factor in an organization. This would result in gathering competitive benefit and
reducing the time and budget. At the same time, this helps in developing the quality of the
results.
Chapter (4)
LITERATURE REVIEW:
MODEL AREA FACTORS
AFFECTING MATURITY
Chapter 4. Literature Review: Model area factors affecting maturity
4.1 Introduction:
Nowadays organizations can accomplish success in business by maturing their performance of
project management. This chapter identifies the factors affecting maturity of organization to
manage projects. This study pointed out the factors which enhances firms to realize the
advantages and accomplish satisfaction of stakeholder defining two leading success factor
groups. This study has researched various studies on the factors affecting maturity and different
models of project management maturity.
4.2 Factors affecting project management maturity:
Carlos (2008) proposed a study on uniformity of organizational culture variable and the project
management institute i.e. organizational project management maturity model knowledge
foundation. One factor that can essentially impact the capability of organization to handle
projects is the project management practice maturity. The following study investigates how the
project professionals combine the organizational cultural element in their PM maturity
assessments. The author has noted that the element was not considered in the project
management institute consisting of the project managemet maturity model. This makes an
impact on the PM maturity of an organization. In performing so it argues organizational project
management maturity model need and explains its evolution and growth it recognizes 3 factors
that decide how well a firm can institute change permanently. Then it refers the case of author
for developing organizational project management maturity model and the way in which firms
assess their maturity of PM. It also describes the literature revealing how culture of
organization impacts performance and evolution of organization and highlights the competing
values structure a model which refers cultural styles of organization according to 4 dimensions
namely market, clan, hierarchy and adhocracy. It can be understood from the study that the
culture of organization shapes the approach of organization to enforce projects and develop
performance
According to the study of Pesic (2009) BPMMM (Business process management maturity
model) enhances as-is enterprise state description from the PMM perspective. The below figure
shows the business process management maturity model:
Figure 10 Business process management maturity modelSource: Kitchenham, Pickard,
Linkman, and Jones (2005, p.747-760)
In the heart of this model there are 5 levers or factors essential for successful implementation
of BPM. These factors are process management, strategic alignment, technology and methods,
business culture and employees. The highlighted factors impact the level or state of maturity
of enterprise. The process management maturity level can be define, initial, quantitative
management, management and continual development. When levers or factors of maturity are
examined simultaneously with levels of maturity one can prepare 2 dimensional BPMMM.
However concerning certain drawbacks of this model it is advisable to enhance it with 6 sigma
methodology and philosophy. This model can be useful when an organization has to make
determination concerning varied kinds of networks like strategic alliances or joint ventures.
However BPMMM supports managers to make decision concerning franchising because
success of franchising relies a big deal on enterprise maturity which indicates buyer of
franchisee. Thus it can be inferred from the study that business process management maturity
model supports managers to recognize the state in which organization is, take the initiative for
process management improvement or for meeting project management maturity at greater
level.
Pasian (2011) conducted a study on project management maturity a critical analysis of existing
and emergent contributing factors. This study inquires the reliable PM capability dynamics
accountable for undefined projects and suggests new factors that could impact how PM
maturity is modeled and determined. It describes that distinct practices and processes that are
not predictable, controllable and repeatable tightly can grant to reliable management of
electronic learning projects in university surroundings. A multi-method design of research is
utilized with two qualitative methods namely model and textual analysis. Textual analysis of
industry and maturity models of organization and a case study of two offices of university
responsible for projects of electronic learning. Model analysis shows factors utilize for
assessment of maturity that are not relied on process control. The output is a conceptual
structure reflecting these factors along with properties representing reliability and instructional
design methods. The data are gathered utilizing this instrument and examined to verify the
components validity. Besides that, the results have highlighted the specific policies and values,
specialized knowledge bodies, third party influence, involvement of the customers and the tacit
factors like creativity, morale and trust. A clear way arouses of an alternative route to PM
maturity. This inquiry underlines the value in querying a maturity definition that depends on
major process control principle. It challenges the prescriptive orientation of present project
management maturity models generation that codify some practices and processes leaving
small room to value unexpected phenomena that might be contributing. Further study can
construct on typological structure to critically investigate other types of project with undefined
even changeable or contradictory need s that need flexible PM capabilities without sacrificing
their reliability. The examination of these surroundings will make a much inclusive PM
maturity definition and extend the situations that lead to mature capabilities of project
management. This study contributes to the inquiry of providing specific and new factors
integral to reliable PM capability related with handling an electronic learning project and
challenges practitioners and researchers to recognize others. It can be found from the study
that this study focuses on PMM as accomplished by universities who have utilized the
electronic learning projects management to evolve their capability of project management.
According to the study of Christoph and Konrad (2014), PM maturity models offers a structure
to measure the project management competencies of organization. The general premise in link
with these models is that with a greater level of maturity the opportunities for a firm to finish
its projects increase successfully. As it appears to be evident that professional PM (project
management) is feasible below the greater level of maturity both professionals and academics
have asked the query for an ideal level of maturity for some firms. Since each action of a firm
to develop its level of maturity will be linked to certain cost this ideal level stands for an
optimal investment ratio in a developed PM maturity and the advantages that result from this
level of maturity. Certain study has been proposed in this sector specifically in the area of
project management’s ROI. The query on the basis of the parameters and factors needed to
determine or impact the ideal level of maturity remains undecided. This needs further
investigation. In this study the outcomes of several qualitative case studies with industrial
enterprises are presented. The case research data represent a connection of advantages of a
greater level of PM maturity to the extent of projects complexity carried out by firms. The
project complexity drivers resulting from cases are introduced. Thus it can be concluded that
the project complexity function towards the rapport between project success and project
management maturity is studied in this research.
4.2.1 People:
Dahmann (2003) conducted a study on correlation between quality management metric and
people capability maturity model. The software management quality in a project of
development is a leading factor in deciding the project success. The four major areas in
which a project manager of software can influence the results of a project are management
of people, management of requirements, planning/estimation management and
management of risk. People management is the area of management with the greatest
impact on the success of project. In this study a QMM (quality management metric) was
estimated with respect to its conformity with an established PCMM (People Capability
maturity Model). The elements of survey of quality management metric were represented
to methods explained in the model of maturity. The analysis represents a greater
conformance level of quality management metric with people’s capability maturity model.
The outcomes of using quality management metric can be utilized to describe the software
management capability. Depending on the quality management metric survey, the elements
are correlated with the maturity model processes. The outlines can be utilized to recognize
the these processes, based on which further development is needed so that the program
becomes successful. As new models in software development management field develop,
the quality management maturity will be required to re-estimate in respect to these new
models. Thus it can be understood from the study that people capability maturity model is
used as an excellent model of best practices for handling workforce of organization.
Palacios Mayoral and Berbis (2007) conducted a study on competency assessment
integrating people CMM and COCOMO II for estimation improvement. Human factor is
one of the most essential and relevant perspectives of software development project
management. Targeting at improvement of performance for processes of software in firms
a new model has been evolved to identify processes related to people. This new model is
based on the capability maturity model and indicates the complementary solution for it. On
the other side existing models of estimation in software engineering combine those
perspectives perfected associated to personnel’s general and technical competence but fails
to combine performance and competence measurement instruments when it comes to
decide the precise value for every factors involved in the process of estimation for
personnel factors used in projects of software development. The factors considered in
COCOMO II when seizing the influence of project surrounding in its cost are platform,
product, personnel and project. To make an estimation based on engineering principles data
must be reliable for every factor adequately. The combination of varied systems which a
software project manager must use is an essential factor towards their complete leveraging.
This study has concentrated in a small number of factors but the integration possibilities
are infinite practically. In present business surroundings where IT manages the corporate
resource management, transversal information leveraging is a chance which information
technology staffs and manages must not waste if they are integrated to development of
performance of business and the human capital development. People capability maturity
model practices are essential to decide the values of every personal factor recognized in
COCOMO II. This study presents suggestions for combination of every human factor
associated metrics in COCOMO II with the tools of management proposed by people
capability maturity model which are implemented vastly by existing commercial
components. It can be inferred from the study that the software estimations can be
improved based on the conversion criteria specification between people capability maturity
model and COCOMO II.
According to the study of Curtis, Hefley and Miller (2009) the P-CMM (People Capability
Maturity Model) support firms to mention their essential issue of human capital
successfully. The below figure shows the people capability maturity model:
Figure 11 People Capability Maturity ModelSource: qalglobalservices.com
The people capability maturity model engages a process maturity structure as a basis for
best practices for handling and evolving workforce of an organization. Based on best
practices in fields namely knowledge management, human resources and development of
organization the people capability maturity model guides firms in developing their methods
for developing and handling their workforce. The people capability maturity model
supports firms to describe the maturity of their practices of human capital, set up a
continuous workforce development program, combine development of workforce with
process improvement, set priorities for actions of improvement and set up an excellence
culture. This is because the establishment of the second version of people’s capability
maturity model is based on the usage of the model around the globe and is considered by
the large and small firms in the market sectors and in several firms. Based on continuing
experience and feedback this update people capability maturity model has been prepared.
This study documents an update to people capability maturity model second version which
updates useful material within people capability maturity model and its sub practices offers
new data learned from continuing worldwide utilization of people capability maturity
model.
Toccoli and Muzio (2010) proposed a study on the concept of practice in people capability
maturity model. This study is based on P-CMM (People Capability Maturity Model)
application to the FBK (Foundation Bruno Kessler) a research centre resided in Trento.
People capability maturity model is a structure to study the maturity level of a firm to
develop the growth of workforce and to support management to refer capabilities of people
in the firm. The project is an ongoing research. The aim of this study is to perceive how
Foundation Bruno Kessler can change its practices to accomplish a greater maturity level
in HR management that is according to model a managed level where the first step towards
developing the workforce capability is to acquire managers to acquire activities of
workforce as greater priority responsibilities of their work. It can be found from the study
that the author will argue the suggestions deriving from the idea practice considered by the
model with respect to the varied idea of practice which is intended to complement it.
4.2.2 Staffing:
According to the study of Kang (2009) evolving software for firms is a complex task
because it must handle with people, technologies, business processes and organizations.
Despite present progress in management and technology practices the software firms still
endure from difficulties in management of software development. One of the difficulties
in management of software development lies in staffing issues. In context to the staffing,
the development of the teams of software project has become a major question for the
software firms. This study examines the software project staffing issues. IT service firms
offer the outsourcing services of software development to customers and the outsourcing
agreement is made by a competitive process of bidding. This study comprises of three
researches. In the first research the author examines what kind of knowledge among
technology, domain and knowledge methodology is influential to software development
performance. In the second research, the author has examined the kinds of professionals
among the specialists who has focused and deep experiences in the specific domain.
Besides that, the generalists have been identified who have the experiences with a vast
number of domains that are vvaluable in the software projects. In the third research the
author solve the selection issue of software project of an IT service firm. The solutions and
findings of the study offer managerial suggestions not only to staffing issues of project but
also to other issues of organization such as development of knowledge, project selection
and career development. Additionally both analytical and empirical aspects enhance them
to offer a full fledged solution to the staffing issue of project. Similarly Nickson (2008) has
mentioned that by nature bids include staff from across the complete breadth of the firm.
The bid manager required to communicate with all specialists and will require knowing
what their responsibilities and roles are, what they can and cannot be asked to deliver if the
job is to be performed. If bid is big enough to merit a bid manager there is a better
opportunity that it will require approval and assistance from senior management.
Presentation have to be made at a senior level within client firm which reveals commitment
if equally senior staff are accessible from the supplier.
Bayer, Gann and Salter (2006) proposed a study on balancing work based on workload
dynamics and bidding strategies in a project based professional service firms. Project based
professional service firms provide their services as tailored or one off projects for particular
clients. The specific kind of their firm the character of their rapport with their clients
essential to provide highly customized projects and non routine, creative work nature come
together in a way which makes these service firms management demanding. Workload
fluctuation is one of the common barriers. While this is influenced by changes in demand
partly the external surroundings does not offer an extensive description and communication
between project processes and business processes required to be investigated. In offering a
generic description of the causes of assessment as well as workload fluctuation of varied
strategies of bidding based on a model of system dynamics, this study intended to progress
the theoretical understanding of project based professional service firm and mainly to offer
components for its managers. Such a generic description needs a connection of project and
organizational levels as their interplay decided the organization behavior. The description
which is described in this study and their suggestions are based on the model of system
dynamics integrating organization level structure for project acquisition with a model of
project indicating execution of project. It can be understood from the study that the strategy
under which experienced staff bid performs best even though the rework level is greater
than the bid group.
4.2.3 Training and Career Development:
According to Clackworthy (2010), an organization might select to use maturity model for
varied reasons. These could involve offering evidence to develop competitiveness when
bidding for offering services to a project, assessing the success of embedding and
introducing MoV into the firm, perceiving the strengths and weaknesses better to develop
performance and assessing the effectiveness of training and career development. Similarly,
Haugan (2010) has mentioned that in the third level of maturity the firm uses a consistent
standard process across enterprise and communicates and documents this process. This
process can be developed to fit specific initiative. At third level people identify the value
of tools, resources and training as facilitators of process. The firm may set up a process of
business development team or an office of program management to coordinate and develop
the procedures and process.
Mieritz, Gornolski and Light (2007) have described that a network of project portfolio
program leaders occurs throughout the firm in a federated mode. Depending on the
assignments of the project management, the promotion of jobs of the line management in
operations was decided. For large firms effectiveness of resource management generally
advantage from organizing staff into excellence centers better enhancing capacity planning.
An excellence centre assures that technical staff has a chance for career and training
development while a project manager is responsible directly for day to day work being
carried out. The plans of training are developed for individual not just for the group. The
plans of training are related to career development. Additionally a formal mentoring
program is in place for entire program assignments and project managers. At level 5 in
project maturity the mechanical problems about workload balancing and project
assignments have been managed and the firm can now shift its focus to enhance individuals
to exercise much control of their training and career development. Individuals can bid on
assignments and connect their plans of career development to alert them to essential
assignments of project automatically. Every individual acquires some formal training every
year to assure development of skills.
According to Cognizant (2012) White Paper each project is distinct and every project
manager brings her or his distinct integration of skills, motivation, experiences and
knowledge to it. However from the perspective of organization there is a requirement for
greater quality project management practice consistently regardless of inherent differences
in people and projects. An essential tool of satisfying this program and portfolio
management requirement is efficiently enhancing upcoming projects. This in turn is relied
on choosing right project manager since she or he will be liable for recruiting the remaining
project team. However not each project requires the best project manager in the world. The
key is to match the specific requirements of the project with proper applicant in terms of
experience and skills. This is developed by lack of time as well as challenge of juggling
the requirements of many projects at a time. Using a scorecard of project manager can
essentially ease the task complexity. It not only matches the right applicant with the right
project but also assures the best use of available resources. By clarifying both specific
requirements of projects and relevant project manager’s attributes it can contribute to
organizational efficiency. The scorecard sets performance standards that can be used in
hiring, training and career development thereby developing maturity of organization in
project management.
4.2.4 Competency and Skills:
According to the study of Rendon (2006) the process of contract management is developing
significantly as outsourcing continues to develop and suppliers become essential
expansions of the capability and competency of the firm. Recent studies represent that
firms are not handling the process of contract as the core competency that it is nor are they
accomplishing strategic competitive advantage resulting from a mature process of
contracting. These firms are facing protracted contract negotiation and development cycles,
improper approvals of contract, restricted control and visibility of contract and the
capability to assure compliance of supplier with terms of contract. The maturity models
use have developed as a successful process for improving and measuring critical core
processes of organization. This study will describe about a case study on the application
and development of CMMM (contract management maturity model) as a process for
improving and assessing contract management process capability of the organization. It
can be understood from the study that the assessing contract management competence and
effectiveness and improving the process of contract management is becoming essential
nowadays for a firm to maintain a competitive benefit.
Puri and Tiwari (2014) have mentioned that to assure the contractors quality the valuation
can be performed beforehand with a prequalification process. Facing the scrutiny of owner
considering its competency to manage the aspects of business operation during
prequalification permits the contractor to concentrate on construction project specifics once
it has passed through the method of prequalification and has been short listed. This also
permits the bid evaluation team of owner to concentrate only on particular project elements
without being distracted by the complete considerations of business. Prequalification is a
before procedure of bidding which permits to select the most proper applicants from
amongst those announcing desire to involve in tendering. Pre-qualification is the
construction contractors screening to owners of project or their representatives according
to a predetermined set of criteria deemed essential for successful performance of project to
decide the competence of contractor or the capability to involve in bidding project. Pre-
qualification means that the organization associated with the tendering needs to be skilled
prior to the supply of the documents of bidding and submitting a proposal. Bid evaluation
and prequalification procedures include varied criterion types to estimate the complete
contractors suitability.
Holt and Perry (2011) have described that competence is an individual capability to
perform something and it is an essential subject as several project tenders are now rewarded
on capability basis. As part of the contract bidders will be asked not only to offer an
overview of their solution but also will be asked to describe that they have the ability to
provide that solution. One of the issues related with such an approach is that capability can
be explained in a firm but to realize that capability it is essential to have staff with proper
competence. Several big firms will bid for projects without having enough staff to
undertake the work and then it will hire new staff once they have won the contract. Turner
et al (2000) has mentioned that presently the government of UK has evolved its procedure
of internal project management PRINCE 2. This was designed originally for projects of
information system but the 2nd edition was designed with a larger focus on business. The
certification of PRINCE 2 is becoming compulsory to bid or several projects in both private
and public sector in United Kingdom. In this way, the government is contributing not only
in the development of the project competency in the public sector by capturing the best
practices, but, also, increases the competency through the project management of the
society.
Alaghbandrad, April, Forgues and Leonard (2015) proposed a study on BIM maturity
assessment and certification in construction project team selection. All the participants of
project must have reduced capabilities of BIM to implement building information modeling
in a construction project successfully. Before the initiation of any project assessing
capabilities of building information modeling of project stakeholders is a concern for
clients in construction industry. The major issue of public clients considering building
information modeling is that they have no process to assure that the major participants they
recruit for a building information modeling project have the reduced capabilities to involve
in delivery and design of the project. The greater difference of organizations readiness to
perform with building information modeling may impose greater cost for client and other
matured staffs of supply chain. Therefore the clients of construction industry requires a
way to assure reduced building information modeling maturity of participant such as audit
of maturity to assess competency of building information modeling of important team
members of project. This study suggests a prototype that concentrates on organization
capability in particular building information modeling uses while estimating their usual
capabilities of BIM. The authors proposed a maturity model of BIM platform and experts
of BIM discuss on possible developments. It is expected that by using this model the clients
of construction sector may accomplish more benefits through the selection of building
information and modeling the skilled members of project team.
4.2.5 Process:
Looy, Backer and Poela (2011) proposed a study on questioning the design of business
process maturity models. The models of maturity have been developed to gradually
improve and assess processes of business. Although their purpose is to support firms the
maturity models proliferation confuses firms. They have no review of existing models and
their variations which makes an informed option inconvenient. Selecting the proper BPMM
(business process maturity model) is however essential as previous study represented the
existence of varied types of maturity being estimated by existing models. The author adds
further elements of design to their comparative structure by organizing 69 business process
maturity models content analysis. Afterwards the recognized elements of design are
changed into a questionnaire that the practitioners can utilize to predict the business process
maturity model that best fits their requirements. In this study the author presented 16
queries to be involved in the questionnaire without elaborating on the individual maturity
models representation. Thus it can be inferred from the study that business process maturity
models have been designed from which firms benefit to meet the excellence of business.
According to the study of Gorschek, Gomes, Petterson and Torkar (2011) the software
product development area of software intensive products has acquired much attention in
the area of product management and requirements engineering. Several firms are faced
with new challenges when performing in surroundings where essential needs number in
10s of thousands or in thousands and where a product does not have a customer but several
markets or customers. The development firm undertakes not only entire development costs
but also acquire entire risks. In this surrounding traditional bespoke engineering of
requirements together with improvement models and traditional process assessment fall
small as they do not mention the unique challenges of a market driven surroundings. This
study introduced the market driven requirement engineering process model targeted at
enabling the process assurance and the process improvement for the firms facingthese new
challenges. The model is also validated in the firm through three case studies where the
model is utilized for process improvement and assessment suggestion. Initial outcomes
reveal that the model is proper for organization’s process improvement performing in a
market driven surroundings. Additionally the model was configured to be light weight of
reduced cost and thus acquired not only for the big firms but applicable for SME as well.
Thus it can be understood from the study that requirements engineering process generates
better enough needs for successful product development.
Klimas (2011) conducted a study on extensive literature on BPM (business process
management) recommends that firms could develop their overall performance by acquiring
business process view. Hammer (2007) mentioned that in every industry virtually each
industry entire size firms have accomplished outstanding developments in speed, cost,
profitability, quality and other major areas by focusing on estimation and redesigning their
internal and customer facing processes. In reality several things were required to be altered
to harness the processes power. At the same time, this assures what is accurately required
to be altered, when and how much. In this study a methodologically extended BPM
framework of Hammer and its methodological implementation guidelines are provided.
The below figure shows the Hammer Process and Enterprise Maturity Model:
Figure 12 Hammer PEMMSource: Hammer, 2007
The developed structure serves as a diagnostic component for the recognition of
organization process maturity model and to perform reasoned optimal developments which
lead to a better overall performance of organization. Thus it can be understood from the
study that the hammer process enterprise maturity model permits accurately and easily to
decide the organization and its processes maturity level.
Helgesson, Host and Weynes (2012) conducted a study on a review of methods for
evaluation of maturity models for the process improvement. The models of maturity are
utilized vastly in the improvement of the process. The maturity model users must be
assured that the assessed processes weak points can be predicted and the most valuable
modifications are introduced. Therefore the maturity models evaluation is an essential
activity. In this study a representation literature study on maturity models evaluation is
described. Two databases are browsed resulting in a group of relevant studies. The
identified studies can be categorized according to six classifications namely under
evaluation maturity model, evaluation types, relation of authors/evaluators to maturity
model, objectivity level, study size and main study purpose. Further a structure of varied
maturity models evaluation is evolved and similar papers are represented to the structure.
Lastly the relevant study on maturity models evaluation in capability maturity model
family is explained briefly. This mapping study result is a clear review of how the maturity
models evaluation has been performed and certain discussions are offered for further study
on evaluation of newly developed or commonly used models of maturity. It can be found
from the study that different maturity models evaluation has been evolved and relevant
studies are mapped to the structure according to their classified types of evaluation.
According to the study of Trasobares (2012) maturity models indicate an available
approach towards assessing the business processes and recognizing their essential
developments. Particularly the PEMM (Process and Enterprise Maturity Model) has
attracted much attention since its establishment in 2007. However certain studies have
describes its practical applicability. The big size of business processes recommends that
assessing their maturity at a level of subprocess can help to uncover hidden inefficiencies
and perceive many existing complexities exactly. Therefore this study purpose is to
investigate the applicability degree of process and enterprise maturity model to an
individual sub process. An action study of research was organized in the sub-process of
organization at big organizations in Sweden. The collection of data entailed needs
observations including managers and employees who were operating in sub-process. The
outcomes represent that the process and enterprise maturity model was a useful structure
for conducting an in-depth analysis of maturity and recognizing feasible developments
which prove that the model was helpful to the studied sub-process. Thus it can be
understood from the stud that process maturity models have been utilized as a tool of
evaluation for assessing the business processes maturity and recognizing their essential
development ways.
4.2.6 Policy/Procedure:
According to PMP (2003) the selection of source evaluates and weighs the bids, quotes and
proposals for the procured parts of the project and then makes a determination as to which
seller is the best for the work of project. The selection of source has policies of organization
as inputs for the process of decision making. The performing firms probably have
procurement procedures and policies which the project manager is expected to follow in
regard to selection of source. The policies of organization must be known before initiating
the process of source selection to avoid any interest conflicts, discrepancies, or other policy
breaches.
According to PPIMS (2015), the PEP is the major document for project management. It is
a statement of procedures and policies referred by the project manager for approval of
project director/project sponsor. It sets out in a structured manner the project objectives,
scope, communication plan, milestones, procedures of project change control and other
major information of the project. This process includes applying the plan of project
management into action. The project manager will direct and coordinate resources of
project assuring the objectives and goals of the project are accomplished. During this
method, approved modifications are implemented and most of the resources of project are
used. The purpose of the project execution plan is to assure that consulting services and
publicly funded firms are obtained using a process that is fair, transparent and open.
4.2.7 Communication:
According to Beynon (2007) in the capability maturity model integration, the requirement
development purpose is to analyze and generate product, customer and product tool needs.
The description of this process area for development of business is to perceive and have an
influence on needs of customers. The focus of RD is mainly on the external prospective
customer. Superior business development firms will offer input to bid specification of a
customer by continual communication with customer considering its requirements and the
product development activities of the enterprise. Similarly according to Infor (2010) having
the capability to pass exact brief information of product back and forth easily to their
suppliers is an essential factor in the success of project. Communicating the revisions of
document to suppliers directly from manufacturing and engineering provides firms the
confidence that their suppliers offer exact cost and lead time data so that they can decide
whether to bid the job. Few systems of technology offer these abilities involving the ability
to perform rough cut planning at a level of the project before constructing the material bill.
The organization can make a rapid formal no bid or bid decision without investing time to
establish details. Then they can pass actual buying orders to suppliers directly after post
bid and match the actual estimates offering a direct link to the project. According to
Aberdeen Group (2008) the outcome is one project specific solution to assist collaboration
of supplier across entire business areas. If the organization can continuously communicate
any modifications to their customers during the process of bid and throughout the project
and highlight the cost effect of any plan modifications using up to the minute data then
they can offer their customer with realistic expectations. Some systems offer this capability
involving one that sends immediate proactive alerts as soon as issues are probable to exist.
In this way organizations can easily communicate with customer and gain their approval
to initiate. The advantage from this is that organizations can enhance satisfaction of
customer and a chance to succeed future business.
4.2.8 Tools:
Coscia et al (2000) has mentioned that the bidding tool provides bidding organizations
functionality of decision support to plan, create and control a bid project, search and browse
in repository for similar bids, reuse past bid documents parts automatically produce a new
one, evaluate the execution plans and costs, estimate risks and refer an optimal price of
bidding, vet, check and quality assure documents generated, self assess the bid made by
using the criteria of evaluation defined by the tendering firm. Online negotiation tool assists
the tendering organization in using the functionality of bid evaluation and the bidding
organizations in using functionality of bid self assessment and price/cost estimation. It
permits a tendering firm to open an online acquired bid through screen sharing processes
and to close an online bid by issuing the last result of the web. Active workflow tool is
another tool of bidding which involves three major tools namely bidding workflow, inter
organizational workflow and tendering workflow. The first two tools assists flows of
information, synchronizes and coordinates all tasks which takes place within a bidding
firm. The inter organization workflow assists the flows of information, synchronization
group and coordination across bidding and tendering organizations.
Shane and Busch (2011) conducted a study on project management tools for design bid
build mega projects. Complex ad big projects of transportation have been delivered
presently using alternative methods of project delivery such as through public private
partnerships or design build. This trend has led to the idea that traditional project delivery
of design bid build is no longer similar to projects with excess values of $100 million. This
study reports the two case studies findings of big projects in Oklahoma and Connecticut
that were delivering successfully using traditional processes. It predicts that in order to
handle the complexity related to finishing the construction and design of the leading
projects, project managers evolve particular tools to match with every projects public
relations, political relations and context of the environment. The study infers that early
identification of the requirement to extend the role of project manager outside the technical
realm of routine cost schedule an early project delivery strategy implementation involved
tools to manage with those context problems that will affect the last design and the
construction plan was the key to the success of every project. Lastly this study presents
how these observations required to be incorporated into organizations curriculum.
According to Pro-Core (2015) Pro-core construction PM software permits firms to solicit
bids based on bidding contracts and documents prepared in the brief phase of design of a
construction project. Subcontractors can download packages of bid from Pro-core and offer
bids that quantify their project contribution in terms of productivity rates, material
quantities, wage ratios, worker hours, indirect costs, overheads and material dollars. Pro-
core project management software handles the documents easily that makes up a bid
packet. The documents of the bid can be any format involving specs, plans, file types and
PDFs from other software packages of construction such as spreadsheets or CAD
applications. Once the documents have been uploaded to documents of pro-core tool they
can be involved in any bid packet. Pro-core helps firms to set up an extensive history of
bidding for every bid packet and project. All electronic mails are attached automatically to
a record of the vendor within the tool of pro-core bidding. Pro-core project management
software tracks the changes related with every item of bidding so that it is simple to know
which user of Pro-core did when and what that action was carried out. Pro-core
automatically creates a complete history of bid for every vendor at the end of each process
of bidding. The pro-core bidding tool is designed to be simple to use so that subcontractors
can respond rapidly to solicitations of bid. Pro-core tool of bidding saves each sheet of bid
in PDF format so that vendors can print out the documents and involve them in their offline
processes of business if essential. Similarly according to INI (2012) relying on the kind of
agreement and purchase,the no bid/bid decision can be quite direct or may take certain
consideration balancing a group of points for and against. To support the process it is
helpful to have a steady process in place to assure that money and time are not invested
wastefully on opportunities of the contract which are to no strategic or economic
advantage. A no bid/standard bid form can be a helpful tool to support with the decision.
Similarly according to BN Products (2015) HardDollar is an enterprise level construction
evaluating software that is a complete system of project management and regards high
dollar and civil projects. This software designs the process of making the big and tracking
it in such a way that decreases mistakes. Estimate Master is another bidding tool which is
familiar for its brief database and features of automatic saving which permits users to pull
in previous data when undertaking new bids. SmartBidNet is a private web based
construction bid management process based on web for general contractors that maintains
online data and is accessible through tablet, mobile device or personal computer.
4.2.9 Environment/culture:
Cui and Hastak (2006) has mentioned that one of the essential factors in dynamical learning
process involves the adjustment and control of strategies of bidding based on external
environment, past experience and objectives of the business. Social systems particularly
the business firms have the ability to alter their strategies and structure through learning
and adaptations, This capability to study from external or internal environment gives
business firms a steady readiness state for change and sustains regular development.
Learning in bidding exists in a competitive environment where the behavior of one
contractor would influence the decision of another contractor. When one contractor study
and develops her or his altered behavior drives other contractors to develop and learn.
Therefore studying in competitive bidding is a MAS where an agent is the unit that can
change and study its behavior. Competitive relation among the units of learning comprises
the basis of adaptive bidding system. When a contractor believes that the environment of
business is static relatively and other bidders continue their strategies by following the
process of first order learning.
Rad and Anantatmula (2010) have mentioned that the environment of the project team,
environments, and their projects are varied in several ways and so are the people who
perform on those projects. The culture of the organization, the project personnel behavior
and the attitude of the team towards the project will be varied for every project. The
environment of the project will be varied relying on whether the project is funded
externally or internally and whether the project is service oriented or deliverable based.
The contract type will change the environment of the project.Additionally variability can
be affected by the position of market in the firm whether the team locates in a proposing
firm, a performing firm, subcontractor firm or contractor firm. An externally funded project
is won as part of the process of bidding during which performing organization is deemed
to be most responsive and qualified among those who submitted proposals for this project.
Similarly internally funded project is authorized through a process o selection whose
mission is to fund the most promising project strategically.
Teucher (2012) proposed a study on the impact of organizational culture differences on
bidder and share values of target companies following announcement of merger with
respect to stock market perspective in Sydney. Following the acquisition of cultural risk
assets and cultural distance the author examines the effect of organizational cultural
differences among merging firms on their small term stock performance following
announcement of merger. The author regard that on declaration the market cannot access
company’s brief data of organizational culture that is inefficient and concentrates on its
exposure hazard. Using available public data prior to announcement of merger the author
built organizational culture differences among merging firms and a proxy of a factor
resolving cultural risk acquisition. Moreover the market costs as a factor resolving the
cultural risk acquisition rather than specific organizational culture differences magnitude.
The outcomes are period controls and robust to size.
Similarly Low, Abdul-Rahman and Zakaria (2015) proposed a study on the impact of
organizational culture on international bidding decisions based on the context of Malaysia.
With the rapid globalization and urbanization developing nations contractors initiate to
venture abroad. These contractors are exposed to different types of risks particularly
external risks. Although it is known well that the culture of organization has influence on
decisions the impact of organizational culture on decisions of international bidding in
construction to date is under study. This study describes the rapport between international
bidding decisions and organizational culture in response to economic and political hazards
of international contractors of Malaysia. A conceptual model of culture decision was tested
and suggested using the survey of questionnaire and interpreted through interviews further.
Strategy and goal orientation contribute larger impact on decisions of political risk. On the
other hand, guanxi and goal orientations cast the larger impact on decisions of economic
risk followed by values capability orientations and involvement. This study predicted that
the culture of organization casts the impact on decisions of international bidding yet it is
not the major cause particularly in decisions of risk.
4.2.10 Organization:
The study of Aubry, Hobbs and Thuillier (2007) presented a theoretical study contribution
of organizational project management and of the office of project management. The project
management office must no longer be regarded a separated island within a firm. It is their
premise that the project management office is a kind of network of complex relations that
links projects, structures and strategy and thus is a entry point into the firm to learn the
basis of organizational project management. The author discusses that the study of such
complex rapport within a firm must turn away from traditional positivist approach to a new
conceptual structure. The proposed theoretical structure draws from three fields of
complementary namely organizational theory, innovation and sociology to comprise a
creative understanding of project management office and OPM. Thus it can be understood
from the study that organizational project management opens the way for managing
projects to become a sphere within the organization and management theory.
According to the study of Vergopia (2008) several organizations utilize PMMM to develop
their performance of project. These sequential and systematic structures are configured to
support firms quantify their maturity of project management and develop their processes
of project management. However these models rarely put enough emphasis on reviews of
project as tools to develop the performance of project because the reviews of project are
regarded as non productive administrative methods. Lack of emphasis on reviews of project
in PMMM is described by little number of studies issued on the rapport between project
performance and project reviews. Based on the PMMM concept this study provides a
review of project maturity model utilized to estimate the maturity of project review for 4
kinds of reviews as well as overall maturity of project review. Additionally this study set
up the quantitative rapport between performance of project and maturity of project review.
The following study also measures the project review performance concept and its rapport
with performance of project for entire 4 kinds of reviews as well as for the overall
performance of project review. Lastly this study offers barriers, enablers and good practices
for efficient reviews based on the responses of observations and written interview queries
from a post mortem overview meeting at a highly professional firm. The organizational
project management maturity model enhances firms to assess their maturity degree in
project management of organization, evolve a plan for development based on results of
assessment, organizational strategic resources and priorities and enforce the plan over time
to meet the required capabilities and move further on the way of organizational project
management. Thus it can be understood from the study that this study reveals positive
rapport between project review performance and maturity with performance of project and
to offer quantifiable outcomes for firms to further develop their processes of review.
Li, Bai, Feng and Guo (2010) proposed a study on the application of organizational project
management maturity model based on BP Neural Network. The objective of this study is
to present an approach to apply the organizational project management maturity model to
assess capability of organizational project management effectively. Assessment index
systems are put forward based on BP neural network assessment model and organizational
project management maturity model is built. Model is validated and trained through
simulation of computer by Matlab software. The outcomes reveal that the proposed
approach can acquire exact and objective assessment.
According to the study of Carlos (2012) the PMI (project management institute) issued a
new standard for project management concentrated on level of organization. This presently
evolved standard the OPM3 (Organizational project management maturity model) provides
a systematic and disciplined ways for firms to meet a greater project maturity level based
on comprehensive number of OPM best practices. Organizational project management
maturity model enclose 3 usual elements namely: 1) assessment presenting a method with
which to reward the firm against the standard, 2) knowledge mentioning the standard
content; and 3) improvement preparing the stage for feasible changes in organization.
However this last standard element of improvement presents a leading challenge because
people consists of package of preferences, values, artifacts and attitudes which also
comprise the culture of organization. Organizational project management maturity model
does not presently regard culture of organization as a model part. This study describes the
chance of combining culture of organization with this de factor standard and examines any
correlations between them. The outcomes of the study described qualitatively any rapport
between the four types of organizational culture (clan, adhocracy, hierarchy and market)
of organizational project management maturity model improvement path and maturity
Continuum and OCAI. These results of quantitative approach were ensured through the
tests of Fisher Exact which was carried out for every statement of hypotheses.
De Oliveira and De Muylder (2012) conducted a study on value creation from
organizational project management a case study in a government agency. This study targets
to examine through a case study based on work construct of Mulally and Thomas (2008)
known as researching the value of project management the relations of constructs of this
conceptual model and to reveal how they intervene with values of organization possibly in
programs organized by an agency of government from the prospect of senior management
involved directly. The gathered information analysis represented that the project
management has brought value to firm but the entire tools of the conceptual model were
not understood. Additionally differences between participants from inside and outside of
this department become obvious indicating a variation in interests of stakeholders. Lastly
from institutional isomorphism prospect the author searched for proof of an effort to
develop the management maturity of organization in project management represented by
documents the coercive and mimetic isomorphism to assure the accomplishment of targets
and financial projects efficiency analyzed. Thus it can be understood from the study that
the value creation of the organization from the project management deepens and improves
the subject knowledge by replicating research methodology.
4.2.11 Management:
Lowe and Leiringer (2008) have described that the management of bid was viewed as a
part of the commercial manager role in the aerospace/defence sector whereas there was a
tendency in telecoms and constructions/ICT to view management of bid much as a support
function. Lowe (2013) stated that the management of bid is an essential part of commercial
role. Commercial practitioners involve or lead in multifunctional teams of bid along with
customer relationship managers, bid/proposal managers, representatives from
technical/design authority and implementation/project managers where essential support
from treasury/taxation, business managers, legal and procurement functions.
Smyth (2014) has mentioned that the management of bid develops tactical plans. Client
needs teams of project recognize and this commitment and resource purpose intensifies at
this stage beyond the cost of applying the bid together. It was mentioned to be critical to
commit resources even though business development management maintains senior
operations and management informed of the project pipeline. At the stage of bid the
managers of bid have specific ways of performing things and therefore there is no
systematic way of managing bids thus this renders interface with procurement, project
managers and BDM much problematic.
Liu (2015) conducted a study on multi agent system of project bidding management
simulation. This study presents a model of simulation based on general structure of MAS
(multi agent system) that can be used to examine the bidding process of construction
projects. Specifically it can be used to examine varied strategies in management of project
bidding from perspective of general contractor. The effectiveness of the studied
management strategies is estimated by the time, cost and quality of bidding activities. As
an implementation of multi agent systems theory this study is expected to verify the multi
agent system in studying construction management related issues. Du and El-Gafy (2014)
has mentioned that the inefficiency root cause is lack of understanding about proper
strategies of management. One instance is the goal congruence where the estimating team
may make the proposed design economy its major priority while for team of engineering
robustness is much essential. Such perception differences may lead to wholly varied
practice. In order to develop the effectiveness and efficiency of bidding process it is
essential for contractors to perceive the consequences of varied approaches and strategies
of management. It includes the optimization of several projects namely the meetings and
job assignment strategies. Several existing efforts focus only a single perspective of human
behavior pertaining to management of bidding regarding that a core examination on an
individual perspective will lead to better discovery. The rationale of concentrating on one
essential point is well identified by this study particularly the difficulties of conceptualizing
behaviors of human and validating assumptions. Nonetheless the significance of stating as
several similar behaviors as possible in similar examination must not be overlooked
purposefully when the interaction among different behaviors plays an essential role in
perceiving how goals are affected and formed and how goal congruence effects the quality
and efficacy of proposal development.. Thus in this study the behaviors of worker
pertaining to bidding were collected seized and examined to quantify the effect of varied
strategies of management on the bidding management performance of a general contractor.
4.2.12 Structure:
According to Damster and Tassiopoulos (2005) the structure of bidding organization must
match the wide work areas essential assuring that responsibility areas are defined clearly,
leaving no chance for confusion or overlap and permitting total accountability for finishing
every task. The wide activity blocks will alter as the process of bidding develops from
preparation of plan to submission of document and then to individuals lobbying who will
make the ultimate option. The bidding entity structure must be configured as an adaptable
team so that it may respond to and develop as an outcome of this altering work or activity
sequences through the process of bidding.
According to PMBook (2015) the bidding process basic structure comprises of the
formulation of brief specifications and plans of a facility based on needs and objectives of
the owner and the invitation of skilled contactors to bid for the right to carry out the project.
The skilled contractor calls for a minimal proof of financial stability and previous
experience. The owner has a substantial latitude in choosing the bidders in private sector
ranging from open rivalry to limitation of bidders to a few favored contractors. The norms
are delineated carefully to place the entire skilled contractors on a similar footing for rivalry
in public sector and enforced to prevent collusion strictly among contractors and illegal or
unethical actions by public officials.
There are several possible differences for the bidding process structure but one major
option is between a sealed and open format of bid. In sealed formats of bid bids are
provided by bidders independently. Open formats create a chance for the transparent cost
discovery. An open format is much probable to be valuable when bids of bidders are relied
on something uncertain and therefore they can view from other’s behavior in open format
whether their own evaluation seems to be contrasting to their rivalries. Open formats may
help in developing the rivalry and may also help in avoiding the curse of winner where a
bidder is successfully based on an essentially overoptimistic evaluation of profitability of
project. Open formats may create opportunities for collusion between participants.
Bids are differentiated and then bind on successful bidders. Bidders have a chance to react
to behavior of other bidder and adapt their bids during the process in open formats.
Chapter (5)
RESEARCH
METHODOLOGY
Chapter 5. Research Methodology
5.1 Introduction
Babbie (2007) portrays that the methodology is the methods or techniques for doing something.
Marrais et al (2004) characterizes that the methodology is of emulating the steps, methods and
techniques for social event and examining the information in a practical examination. These
techniques portray the detail data on how the study was taken. As indicated by Denscombe &
Martyn (2007), research approach incorporates the configuration, setting, sample,
methodological impediments and the information accumulation and investigation systems in a
study. This is the knowledge of the investigative systems and methods utilized to get legitimate
information. Strategy and exploration outline coordinates the investigator in arranging and
actualizing the study in a manner that is destined to attain to the proposed objective. It is a
guideline for leading the study (Kemple & Mary 2000). This section portrays the examination
outline and system, including sampling and information gathering and investigation.
5.2 Steps of study
According to Toddy and Roy (1999), the vital steps included in leading a verifiable
examination are as per the following:
Distinguish a topic and formulate the problem: According to Borg, "In historical exploration,
it is particularly essential that the understudy precisely characterizes investigator's issue and
evaluates its suitability before submitting himself/herself too completely. Numerous issues are
not versatile to historical exploration systems and cannot be treated enough utilizing this
methodology. Different issues have next to zero possibility of delivering critical results either
because of the absence of relevant information or on the grounds that the issue is an
unimportant one."
Look for sources of data: Historical examination is not observational in that it does exclude
direct perception of occasions or persons. Here, the investigator translates past occasions on
the premise of follow-ups that they have cleared out. The investigator utilizes the confirmation
of past acts and feelings. Subsequently, he or she does not utilize their own perceptions but,
depends on the other individual people. The investigator's occupation here is to test the
truthfulness of the reports of other individual’s perceptions. These perceptions are acquired
from a few data sources of verifiable information.
Assessment of the historical sources: The information of recorded sources is liable to two sorts
of assessment. These two sorts are:
(i) Internal assessment or feedback and,
(ii) External assessment or feedback.
Examination, synthesis, summarizing and interpretation of data: The examination must figure
out how to take notes as well as figure out how to sort out the different notes, note cards, list
of sources and memoranda in order to determine valuable and significant certainties for
understanding. Thus before starting an authentic examination, the investigator must have a
particular and methodical arrangement for the procurement, association, information storage
and recovery of the information. After that, a few proposal were considered which may assist
the investigators in systematizing the exploration endeavours.
The same set of steps is followed in the present study. The investigator has followed the above
steps in formulating the study.
5.3 Research paradigm
From Brady and Mary (2008) an exploration paradigm is a dynamical exploratory framework
including the apparent values by associate researchers, led by related reference, perseverance
and natural learned qualities. Perceiving a creating examination paradigm and assessing
changes in a happening standard have been a difficult and challenging activity because of the
intricacy and scale included. Paradigm is divided into two classes by name (1) Positivism and
(2) Interpretivism (Morris, 2006).
Saunders, Lewis and Thornhill (2007) characterized that positivism implies logical and
positivist strategies are conceivable and attractive to study social conduct in routes like those
utilized by regular researchers to study conduct in the common world. Positivism is said to be
the supporting philosophy of test and study research approaches, however in clarifying it along
these lines there is a conflation between social ways to investigative methodologies and the
particular positivism position. Interpretivism is the investigation of elucidation. Typically the
interpretivism word is connected to composed records clarification and in this way be more
especially defined as the study of creator's language understanding.
This study is an interpretivism one that is qualitative in nature. The investigator makes use of
various analyses before ending the conclusion about the methodology.
The literature review of the study is taken into consideration for choosing the study research
methods. Project management maturity model is the main concept in developing many
projects. This study follows the case study research design as the research methodology to find
the solutions and recommend the strategies.
Fundamentally, a case investigation is an inside and outside investigation of a specific
circumstance as opposed to a clearing measurable review. It is a system used to slender down
an exceptionally wide field of exploration into one effortlessly researchable point. The case
analysis examination configuration is likewise helpful for testing whether logical hypothesis
and models really work in this present reality. As indicated by Dooley & David (2001), a case
study outline needs to be considered when: (a) the center of the study is to reply "how" what's
more "why" inquiries; (b) you can't control the conduct of those included in the study; (c) you
need to cover logical conditions in light of the fact that you accept they are important to the
circumstance under study; or (d) the limits are not clear between the circumstance and setting.
The present study uses the various case methods for the successful project maturity model. The
investigator uses the case studies of various firms that used maturity model in their operation
and from those cases, the study will be able to know the suggestions recommendations and the
strategies for developing a strong and proper maturity model for the firms.
5.4 Research approach
As indicated by Monaghan and Hartman, there are four noteworthy ways to the investigation
of an issue or research:
Qualitative approach: This is the thing that most people consider history: the quest for a story
gathered from a scope of composed or printed witness. The final history is composed
sequentially and displayed as a true story: a story of an individual who made perusing reading
material, for example, a memoir of William Holmes McGuffey (Vogt & Paul 2001) or the
Lindley Murray family (Glicken & Morley 2002) in the Western connection. The data sources
of qualitative history range from compositions, for example, record books, school records,
letters, journals and diaries to engravings for example, course readings, kid's school books,
diaries, and various books of the period under reflection.
Quantitative approach: Here, as relatively depending on "history by citation," as the previous
methodology has been contrarily called, investigators purposefully search for confirmation that
fits being numbered and that is hence assumed to have predominant legitimacy and generalize
ability. Investigators have tried to calculate the prominence of a specific book by organizing
the numbers printed, by means of copyright records. The suspicion is that more extensive
inquiries, for example, the relationship in the middle of training and political framework in
India or in the middle of course readings and their impact on kids can in this manner be tended
more definitively.
Content analysis: Here, the content itself is the aim and focus of the examination. This
methodology uses distributed fills as its information (because of history of reading material,
these may be peruses, or illustrations of the changing substance of school course readings in
progressive versions) subjects them to a cautious investigation that normally incorporates both
quantitative and subjective angles. Content investigation has been especially valuable in
examining builds, for example, caste, race and so on.
Oral history: Subjective, quantitative, and content methodologies use composed or printed
content as their database. Conversely, the fourth approach, oral history, follows the living
memory. For example, oral researchers inspired by the education of women could get some
information about their initial encounters and endeavors in education of women (David & Gray
2004).
These four methodologies are not, obviously, fundamentally unrelated. For sure, historical
researchers benefit themselves of the same number of these as their inquiry, subject and time
period availability. This assortment is conceivable because the way of historical exploration
cuts over an assortment of methodologies, all of which begin with the distinguished point and
the surrounding of an inquiry. At the end of the day, a verifiable study may be quantitative in
nature, subjective in nature or a composition of both the methodologies.
The present study uses the qualitative research method that follows the subjective method of
analysis. As indicated by Bryman, Stephen and Campo (1996) qualitative examination includes
the social event of experimental materials, for example, meeting, individual experience,
biography, contextual analysis, observational, historical analysis, visual writings and
interactional writings that describes tricky and routine significance and minutes in the life of a
single person. It is additionally the way of knowing in which an examiner gathers, deciphers
and arranges the data obtained from human utilizing her or his eyes and ears as channels. It
generally incorporates top to bottom perceptions and/or meetings of people in social and
characteristic settings. It can be stood out from quantitative examination, which depends
intensely on measurable examinations theory testing circumstances and results. Subjective is
the proper methodology when anybody needs to depict and comprehend cooperation or
involvement in its own right as opposed to clarify it as far as free variables.
5.5 Research design
Bostock and Stephen (2005) said that a research design is a group of development choices that
formulates the expert arrangement, the detailing strategies and systems for gathering and
examining the required data. Research design is a coherent structure which gives a consistent
flow that aides the investigator to address the research issues and answer the examination
questions. It is a standout method amongst the most vital segments of examination technique.
Research design is not just a subtle element sort of exploration configuration to be actualized
however, incorporates the way to calculate the variables and gather information from
respondents, formulates a procedure to sample members to be contemplated and arrange how
the information will be examined. These methodological choices are explained and evaluated
by sort of examination configuration chosen by the investigator (Festinger, 2010). A research
design is a significant and specific issue that includes the concern of the below factors:
The method for acquiring data;
The accessibility and abilities of the researcher and his staff,
The goal of the issue to be considered;
The nature of the issue to be concentrated on and
The accessibility of money and time for the exploration work
5.5.1 Historical research design
Redish and Janice (2005) explains that history generally explains to a record the past of
human social views. It is the investigation of what "can be known… (to the person who
studies normally historian) by means existing record." Gottschalk explained the historical
method is the 'history as record', the author further expressed that "The procedure of
basically evaluating and examining the records and survivals of the past is called historical
technique. The innovative remaking of the past from the information inferred by that
process is called historiography (the written work of history)". Historical research has been
characterized as the methodical and target location, assessment and creation of proof to
secure truths and make inferences about past occasions. It includes a discriminating inquiry
of a past age with the point of reproducing a devoted representation of the past. In historical
examination, the investigator studies sources and different documents that contain
actualities concerning the exploration subject with the goal of attaining to better
understanding of present strategies, practices issues.
According to Miller et al (2002), a historical research can serve the researcher and his/her
study in the following ways:
1. It empowers educationists to discover answers for contemporary issues, which is
rooted previously. I.e. it fills the need of achieving changes in the education
sector. The work of an authentic investigator at times, the time teaches to follow
shameful or confused practices in the past, which may have unknowingly
proceeded into the present and the change will be continued. Historical researcher
thinks about the past with a disengaged view point and with no sense of self-
inclusion with the past practices. Subsequently it could be less demanding for
educationists to recognize confused practices consequently empowering them to
realize changes.
2. It tosses light on the present patterns and can help in anticipating future patterns.
We can anticipate how the researchers will act for the problem in future if we see
how the educationalists or group of them acted previously. Essentially,
considering the past empowers the examiner comprehends the variables/ reasons
influencing present patterns. To make such future expectations solid and
dependable, the authentic investigator needs to recognize and visibly depict
which courses the past contrasts from the present setting and how the present
social, monetary and political circumstances and approaches could have an effect
on the present and what's to come.
3. It empowers an investigator to re-asses information in connection to choose
theories, speculations and hypothesis that are from the past but held presently.
4. It stresses and examines the relative criticalness and the impact of the different
collaborations in the predominating societies.
5. It empowers us to see how and why instructive speculations and practices are
created.
5.5.2 Experimental research design
The experimental technique in research is the application and adjustment of the established
strategy for experimentation. It is a deductively refined strategy. It gives a technique for
examination to determine the fundamental connections among phenomena under
controlled situation or, just, to distinguish the situations basic happening of a given
circumstance. Experimental exploration is the depiction and investigation of what will be,
or what will happen under deliberately controlled conditions.
Experimenters control certain motivations, environmental condition, or treatments and
watch how the condition or conduct of the subject is influenced or modified. Such controls
are intentional and methodical. The investigators must be mindful of different elements
that could affect the result and uproot or control them in such a way, in a point that it will
make a sensible relationship between controlled variables and observed components.
Experimental exploration gives a technique for speculation testing. Theory is the heart of
the experimental exploration. After the experimenter characterizes an issue, he/she needs
to propose an experimental answer to the issue or theory. Further, he/she needs to test the
theory and affirm or disconfirm it. Experimental outline is the diagram of the methodology
that empowers the investigator to test speculations by arriving at legitimate decisions about
connections in the middle of dependent and independent variables (Powell et al 2002).
Therefore, it gives the investigator a chance to the examination as needed in the
speculations of the analysis and empowers the investigator to make a significant
understanding of the consequences of the study. The plans manage pragmatic issues
connected with the experimentation, for example, (i) how subjects are to be chosen for
exploratory and control groups, (ii) the courses through which variables are to be controlled
and directed, (iii) the routes in which incidental variables are to be controlled, how
perceptions are to be made and (iv) the kind of factual examination to be utilized.
5.5.3 Non-experimental research design
Neuman and Lawrence (2006) clarifies that quantitative examination is observational,
utilizing numeric and quantifiable information. Conclusions are in view of experimentation
and on goal and deliberate perceptions. Quantitative research may be differentiated into
two general classifications: test and non-experimental. The vital components of
experimental exploration, which was examined in point of interest in the past section, are
introduced here first as a difference to non-experimental examination. An essential
objective for experimental examination is to give solid confirmation to circumstances and
end result connections. This is carried out by showing that controls of no less than one
variable, called the independent variable (IV), produce distinctive results in an alternate
variable, called the dependent variable (DV). An experimental study includes no less than
one IV that is controlled or directed by the investigator, irregular task to distinctive
treatment conditions, and the estimation of some DV after the treatments are connected.
The present study follows the exploratory research design. Festinger (2010) characterized
that exploratory examination configuration is regularly led when the investigator sense a
prerequisite for promoting research however are not certain specific bearing the
exploration must take. Exploratory examination focuses to improve the early experiences
or hunches to offer heading for any further obliged exploration. Exploratory method is most
helpful when the investigator wishes to comprehend a circumstance better or perceive plan
of choice.
5.5.4 Sampling design
Sampling plan or arrangement is the strategy used to choose the required participants from
the open populace. There are two sorts of sampling strategies, they are, probability
sampling and non-probability sampling system.
Probability sampling or random sampling is the one in which every individual from
particular populace has comparative possibility of being chosen. Probability examining
computes sampling mistake. The probability sampling methods are: 1) Cluster testing; 2)
Simple random examining; 3) Stratified examining; 4) Systematic inspecting; and 5) Multi
stage inspecting (Levy & Lemeshow, 2008).
Smith (1983) portrayed that non-probability examining is the place where the samples are
not picked in random method. Here one picks the respondents taking into account the
judgment of the investigator’s comfort or other nonrandom procedure. Since subjectivity
is included, currently sampling each participant’s chance is not chosen which is being
incorporated in the sample. As a result, the sampling lapse cannot be measured and there
is a high hazard that measurable induction concerned on a non-likelihood test will be one-
sided. There are four sorts of non-probability inspecting namely, 1) Judgment examining;
2) convenience sampling; 3) Snow ball testing; and 4) Quota sampling.
Justification:
The study makes use of the convenience sampling method and this is used because the
researcher chooses the case studies according to the convenience and thus the project
maturity model is explained from various other firms that use the project maturity model
in their operations. It would be easier to find the answers relevant to the research study.
Using this sampling technique, the evidence can be gathered from the web-sources of the
targeted organization.
5.6 Data collection method
The exploration information is about perceptions or actualities on which the contention or
examination is made. Information is fundamental in completing any exploration. This
exploration makes utilization of just the secondary information for the study.
Secondary data method used in this study
As per Kumar (2002), secondary information is the data, which contains the raw data that is
assorted in advance by various researchers at various times of their study. Secondary
information is regularly the starting point of any research since the investigator gets basic
knowledge of his/het theme by using the secondary data. A significant restriction is that the
secondary information has now been gathered for an option that is other than the present study
and research issue. Such information may not address the point being referred to or might just
give some piece of the data anticipated. That data may not be precise or it might be antiquated.
It is imperative that secondary information be inspected first as these can give important
foundation data that can be utilized to characterize the work, create destinations and point out
the most fitting strategy. Secondary information is one that is accessible ahead of time and
could be gotten to through outside materials (Merriam, 2009). This study makes utilization of
books, articles, exploration papers and web identified with live work administration to gather
secondary information. For this examination, secondary information is additionally assembled
from the web sources of the target organizations. Case study method is used to find the answers
and the case study type of exploration comes under the secondary sources of data. The case
studies will be real and it will be the practical evidence and hence the secondary data sources
used here are case studies of the firms.
5.7 Analysis and interpretation of data
Dominick and Wimmer (2010) depicted that the exertion and the time required for information
investigation and understanding depends on the study's strategy and reason utilized.
Examination and elucidation may take from numerous days to numerous months. In a few
private investigations of exploration, including just an individual question information
examination and elucidation may be done in a small time period. Each one-examination study
must be deliberately arranged and worked by rules. At the point when the examination is done,
the investigator must work back and accept what has been created. The investigators must
focus on the ideal investigation whether their work is legitimate internally or externally.
5.8 Analysis technique used in this study
The examination method utilized as a part of this exploration for examining the gathered
subjective information is content investigation. As per Travers (2001) substance examination
is the nonexclusive name for content investigation that includes contrasting, differentiating and
arranging a group of information keeping in mind the end goal to test speculations. It is
additionally the procedure of sorting out and incorporating story subjective data as per subjects
and ideas. Content investigation is a strategy for dissecting composed or verbal correspondence
in an efficient and subjective design. The investigator has embraced the same technique in this
study. The gathered secondary data will be analyzed by means of the textual analysis. Textual
or content analysis will make the investigation in a very understandable manner for all the
other investigators who follow or take the information of the present research.
5.9 Strategies for validating findings
Reliability and validity are the two essential parameters that are utilized to choose the nature
of exploration directed. However, validity and reliability are major concerns in quantitative
research and does not hold a fundamental place in subjective exploration. Rather the four
parameters that are of greatest noteworthiness in discovering the subjective examination
quality are transferability, credibility, dependability and conformability.
5.10 Credibility
The nature of subjective examination can be expanded by incorporating believability,
trustworthiness and transferability. Validity depends on: 1) the investigator's believability; 2)
thorough systems; and 3) philosophical faith in the estimation of subjective exploration.
5.11 Transferability
Malterud (2001) portrayed that transferability is regular to outer legitimacy. Outside legitimacy
is the ability to sum up the results of a particular study to different people, time and settings.
As a rule, subjective exploration is not generalized clearly. Subjective examination discoveries
can be transferable to other populace in public circumstances.
5.12 Dependability
Dependability is regular to unwavering quality. In quantitative exploration constancy is the
degree to which the results of examination are steady, reliable and tried and true. In subjective
exploration dependability, concentrates on whether the results found are steady in the
information gathering. In subjective exploration, the unwavering quality idea is the place the
accentuation is on re-presence or replication of the conduct under perception is risky because
human conduct is never static. Reliability may be created by utilizing a few methods, for
example, intense depiction of routines utilized as a part of leading the study and triangulation
(Crowther & Lancaster, 2008).
5.13 Conformability
As per Chilisa and Preece (2005), conformability is like objectivity in quantitative exploration.
It characterizes to the concentrate to which the discoveries in the study can be followed to
information acquired from the witnesses and the settings of exploration and not to the
predispositions of examination. A portion of the techniques of creating similarity to be specific
triangulation and reflexivity are examined under believability.
5.14 Ethical considerations
Gravetter and Wallnau (2010) mentioned that the investigator must catch up moral issues in
his methodology where certain measurements are met; it changes from procedure to process
as per every investigators and their procedure. Consequently, to effectively finish the
exploration transform, each examiner needs to go over the moral issues included and meet the
ethics as well. The information assembled from distinctive sources, particularly from
secondary strategies are to be validated; validation systems are accordingly followed in the
moral issues and considered as a huge moral technique, then again the association and
investments of the participants in the examination procedure are thought to be an alternate
critical strategy. For dependable results, the members are deliberately picked by the
investigator the whole time accordingly permitting them to uninhibitedly express their
perspectives and thoughts on the subject.
5.15 Summary
This chapter makes it clear that the research is qualitative in nature. The investigator uses the
case study design and hence exploratory study is used. The investigator uses various projects
maturity model cases of various firms. This section in addition to explaining the data analysis
and interpretation techniques used for the research has described about ethical considerations
and limitations associated with the research.
Chapter (7)
FRAMEWORK
DEVELOPMENT
Chapter 6. Framework Development:
6.1 Developing Draft Framework:
The draft framework was developed based on an initial conclusion form the literature review.
All the areas and criteria identified in the framework. After that the draft framework will be
tested on the (3) cases to validate the framework and ensure that the areas and criteria are
related to the framework by providing significant relationships and results. The draft
framework also explores the relationship between the areas and criteria and how those are
linked to each other’s and interrelated. The draft framework is depicted in Figure 19 and the
following sections will provide more details about the framework.
Figure 6.1 Draft Framework
6.2 Limitation
PhD research suffers from limitations and difficulties and this research is also facing the
limitation as well. There might be limitation to access the required information, such as the top
management of firm, sharing specific information and collaboration during the model testing
(interviews or even accepting the interviews in principle).
Also Time constrain is one of the main limitations because the subject has many details and to
overcome this issue, the proper planning should be done for all stages starting from the
preparation and reading lectures to the interviews to coordination with the supervisor.
The subject is coving wide area, for that the model shall cover specific area/process within the
IT firm, and clear selection for the IT firm, the scope of the research shall be clearly defined
and agreed on it with PhD supervisor.
False information from case study employees can be one of constrains. In this case the reality,
validity and trust between both sides should be there, and the case study employees can provide
false information because of confidentiality of the information. That is why the trust and
confidentiality should be between both sides and to avoid this case of limitation, the
information has been gathered from different levels within the IT firm.
6.3 Proposed Framework:
Evolution of this model needs to be clearly explained. The Proposed Model will have (5)
Maturity Levels and will be evaluating (3) Main Areas:
- People,
- Process
- Culture/Environment
Figure 6.2 Proposed Framework Maturity levels
6.3.1 Brief about the Bidding Process:
The Tender/bid Process is not a “proposal” process. It is an opportunity process that starts as
soon as an opportunity is identified/qualified to ensure that the way intelligence is gathered
supports the closing of the sale — which happens to involve producing a proposal. Producing
a Quality winning proposal requires that Organization start well before the RFP is released so
that they have a competitive advantage before the competition has even begin. One on the
Tender Process has been identified and used is the MustWin Process where Capture Planning
is the author of it. Must Win Process will be used in the in this research to identify all stages
of the tender process
Level (1)
Initial
Level (2) Structured
Level (3) Defined
Level (4)
Managed
Level (5)
Optimizing
The Bidding Process provides a means to get everyone on similar page. This process expedite
the process using written standards and hinder people from making it up as they go along and
clearly define roles and responsibilities so that everyone knows how to work together. The
bidding process tracks the action items so that everyone knows what is expected of them and
the tools of communication and planning assures that everyone has information required to
execute their role. The tools are used to measure the progress of bidding process and constant
feedback is provided so that everyone knows where they stand. For element of the proposal
validation is performed to ensure that it is right. The below figure shows the stages of bidding
process: From the above figure the IT Bid/Tender Process include (8) stages namely Lead
Identification, Readiness review, proposal planning, solution development, proposal writing,
proposal validation, proposal production and proposal submission. Each stage is described
below briefly:
6.3.2 Lead Identification:
Lowe (2013) has mentioned that Lead refers that a bid is in the most rivalry position at a
particular time moment during the process of buying. The statuses of lead may fluctuate until
the decline of buying and it does not essentially mean win as it is at the discretion of buyer
which seller to award. This is the initial step of the bid cycle process which commences once
an essential lead has been identified. Ideally the lead viability must be assessed and its
appropriateness to the strategy of organization assured through a greater level review of
business validation. Following a positive decision the essential supplier will seek to enhance
their capabilities and impact the decision makers of buyer.
6.3.3 Readiness Review:
Dickson (2015) has mentioned that in the CapturePlanning.com Must Win Process the
readiness reviews offers a basis for a bid/no bid system that mentioned these problems. The
Readiness Reviews comprises of 4 reviews each with a particular list of queries to be responded
and targets to be achieved. Since every review is regarded as a bid/no bid meeting they offer a
structure common to gate style reviews. One major difference between gate systems and
readiness reviews is that readiness reviews concentrate on assuring that organizations are
prepared to win instead of financial considerations. Readiness reviews can be customized
easily to accommodate their financial considerations. How well the queries are responded and
targets are accomplished served as criteria of decision for a readiness review.
6.3.4 Proposal planning:
Mitch (2009) has stated that in proposal planning individuals must participate actively as a
member of capture team to create the proposal/create strategy and operations concept and
attend major incidents such as industry day, black hat and reviews of blue team. An integrated
proposal team is created which reports to proposal manager during the efforts of proposal
development. The proposal management plan is developed based on sample proposal
management plan and kick off materials are prepared based on agenda of sample proposal
kickoff. An initial executive summary, storyboards, graphics and initial outline is developed
in proposal planning. Finally the members must support in choosing suitable references of past
performance.
6.3.5 Solution Development:
According to Garrett and Parrott (2007), proposal or bid development is the process of making
offers in response to written or oral solicitations or based on perceived needs of buyer. Proposal
and bid development can extent from one individual writing a more than one page proposal to
a group of people evolving a multivolume proposal or 1000s of pages that takes months to
prepare. As the solution is developed briefly the person must take steps to assure it compliant
holistically with customer’s delivery, technical, contractual and financial needs. The people
probably predict gaps or essential adverse circumstances which could exist.
6.3.6 Proposal writing:
According to Erickson (2015) proposal writing is a competitive process and the pools of
competition get bigger every year. Since proposal writing is a learned skill the only way to
acquire better is to learn an efficient process. White (2006) has stated that proposal written in
response to a federal request for proposal is closing documents of sales. A successful proposal
is not written to win it a written not to lose. It seems contradictory but it is true. Well drafted
proposals defend the beachhead of sales that they have already set up with the customer.
Proposal writing is the last essential step in the process of sales. The complete process from
identification of opportunity to relationship of customer building to proposal writing and
contract award must be a highly structured process.
6.3.7 Proposal Validation:
Newman (2001) has mentioned that the decision of bid validation is started by the receipt of
the last request of bid. The aim is to recognize any needs that preclude bidding and to ensure
the proposal development plan is current. A positive decision of bid validation initiates the
kickoff meeting of final proposal and the full preparation process of proposal. Participants
submit their bids indicating present contracts and specify limitations over the parameters
during the negotiation. Desel et al (2004) has stated that the bid validation considers the
following criteria namely: 1) the bid must be submitted according to the negotiation norms; 2)
the bid must have a valid limitation over parameters defined in the template of negotiation; and
3) these norms specify among other things who can make bids when they can perform that and
what type of bids can be made.
6.3.8 Proposal production:
According to Mitch (2011) the proposal production activities are managed to assure the last
proposal is delivered on time and in compliance with instructions of customer and this
procedures activities involve: 1) effort of lead to review, produce and compile the last response
of proposal and package assembly; 2) verify material response, formats, proposal firm and
final layouts are in compliance with RFP needs; and 3) submit response of proposal to
customer. Newman (2011) has mentioned that excellent support of production throughout the
process of proposal preparation is important to win competitive business consistently. While
having a dedicated production of proposal support group is ideal two extremes are similar i.e.
1) production is performed by sales supports staff or proposal team; and 2) production is
performed by a firm that assists newsletters, product manuals, technical reports, brochures and
marketing presentations.
6.3.9 Proposal post submission:
Springer (2005) has mentioned that once the proposal is written, approved and reviewed it is
ready to be submitted. The post bid proposal phase initiates once the proposal is submitted to
the purchaser and involves major actions needed to close the sale, deliver the solution,
negotiate the deal, identify follow on opportunities and view for process developments. After
the proposal has been submitted the customer may need certain small kind of change or it may
be determined internal to the firm that it would have been better to have recommended a varied
design. If it is the customer demanding a change then the customer will most probably ask for
a best and final offer. The customer may ask for best and final offer without demanding a
change and these offers the contractor one last try to massage their bid before a last award
decision is made.
Another figure shows the sales and bid process and must be evaluated across the areas and
criteria’s for the framework:
6.3.10 Proposed Model Areas and Criteria
Figure 6.3 Must Win Process based on model of Carl Dickson
MATURITY
LEVELS
Level (1)
Initial
Level (2)
Structured and
Repeatable
Level (3)
Defined
Level (4)
Managed
Level (5)
Optimizing
People:
On
In
itia
l Lev
el N
o P
roce
ss in
-pla
ce
Staffing
Training &
Career
development
Competencies
& Skills
(Experience)
Staffing
Training &
Career
development
Competencies
& Skills
(Experience)
Staffing
Training &
Career
development
Competencies
& Skills
(Experience)
Staffing
Training &
Career
developme
nt
Competenc
ies & Skills
(Experienc
e)
Process:
Policy/Procedu
re
Communicatio
n
Tools
Policy/Procedu
re
Communicatio
n
Tools
Policy/Procedu
re
Communicatio
n
Tools
Policy/Proc
edure
Communic
ation
Tools
1. People:
a) Staffing
b) Training & Career development
c) Competencies & Skills (Experience)
2. Process:
a) Policy/Procedure
b) Communication
c) Tools
3. Environment/Culture
d) Management
e) Structure
f) Culture
People - Staffing:
According to the study of Curtis, Hefley and Miller (2009) the staffing purpose is to set up a formal
process by which committed work is matched to skilled individuals and unit resources are hired,
chosen and transitional into assignments. Staffing is placed as the major area of process at 2nd
maturity level because decisions of staffing offer a firms largest opportunities to impact
performance. All other practices designed to develop the workforce capability must initiate from
the talent baseline brought into positions in the firm. Managers must balance the work commitment
of unit with its available employees since new processes of organization are capable to demonstrate
their essential advantages in firms that are overworked chronically. Managers take the liability for
Environme
nt/Culture
Management
Structure
Culture
Management
Structure
Culture
Management
Structure
Culture
Manageme
nt
Structure
Culture
hiring talent for open positions and they coordinate with recruiting activities of organization both
externally and internally focused. A formal process of selection is evolved to assure fair and
thorough skills evaluation and every candidate’s qualification. Among assignments, processes are
set up for transitioning people into new positions, or if essential out of the firm.
Heckscher and Adler (2006) have described that staffing is designed to use and set up a formal
method by which talent is hired, chosen and transitioned into assignments in the firm. Recruiting
includes recognizing the skill and knowledge needs for open positions, encouraging entire
individuals to seek out skilled staffs, declaring the position availability to probable candidate
sources and reviewing the recruiting efforts effectiveness. Selection includes evolving a list of
skilled staffs, referring a strategy of selection, recognizing skilled staffs, choosing the most skilled
staffs and estimating skilled staffs thoroughly. Transitioning includes attracting chosen candidates,
orienting them to the firm and assuring their successful transition into their new positions. Gujral
(2012) has mentioned that the trend in shaping the workforce initiates with setting up general
practices of staffing grows to evolving plans for development of workforce, tracks and sets
objectives for workforce competencies and then views for consistent innovation sources. The
improvements of staffing includes initiatives for prioritizing and identifying future and present
requirements for abilities and skills, personnel knowledge and realizing these requirements
through developed staffing, career path facilitation and retention through training, mentoring and
education. Wademan et al (2007) has stated that in staffing aspects a formal protocol is set up to
hire new staffs to match the human capital demand in the firm or different departments.
Additionally the process of recruitment obeyed the associated regulations and laws. The internal
training supported employees to cultivate progressed expertise of professional and commitment of
organization to match this demand of organization. Bhattacharjya and Chang (2006) have inferred
that the demand for staff services and time are developing and most of the IT groups find it critical
and at times challenging to accomplish their objectives of operation. Despite the issue of staffing
in many firms the process improvements continues to exist because of continued senior IT
management commitment. Crawford (2014) has described that resource forecasts are use for
prioritization and project planning. The performance of project team is integrated and measured
with plans of career development. Hopkinson (2012) has inferred that organizations with weak
resources of project risk management may require considering the implications of career
development for people making this selection to attract people with the qualities that are needed.
Training & Career development:
Wysocki (2004) has mentioned that training and development includes offering the training
required to close any gaps that occurs between skills possessed by the members of team and the
skills needed of team members to meet their allotted responsibilities. Similarly career development
focuses on individual plans development to enhance the achievement and definition of career
targets for every individual. The process involves a capability of monitoring as well. The plan
identifies the progression of career that will lead to the goal of career and a method of updating
that plan. According to Kulpa (2007) training and development concentrates on preparing an
individual to develop her or his capability to carry out their immediate assignments. Training and
development assures that individuals must have skills needed to carry out their assignments with
similar opportunities of development offered and orients employees to practices of organization.
Chen et al (2011) has mentioned that the three dimensions of training and development are
orientation of employees, career planning and development and on the job training. The evaluation
focused on enhancement of employees of performance appraisal on behavior or skills after the
training. Simultaneously the organization offered irregular technique sharing and adequate updates
of professional knowledge in its internal website. These approaches were meant to support present
employee avoid the technical expertise gap.
Curtis (2011) has mentioned that career development is about how individuals handle their careers
between and within firms and how firms structure the career advancement of their members so
that it can be tied into succession planning within certain firms. Career development is the
complete constellation of sociological, psychological, physical, economic, and educational and
chance factors that integrate to impact the significance and nature of work in the complete lifespan
of any given individual in personal development. The evolution of career development is informed
by experience within a particular interest field, educational attainment, lifelong behavioral and
psychological processes as well as contextual impacts shaping career of an individual over life
span and success at every development stage. As such career development includes the creation of
a person of a career pattern, style of decision making, combination of values expression, life roles
and self concepts of life roles. .
Competencies & Skills:
According to Gokhale (2005) competency is a group of related skills, attitude, knowledge and
other personal features that: 1) correlates with job performance; 2) influences the main part of
one’s job; 3) improved through T&D; and 4) estimated against well approved standards. A
competency is what a successful employee must be capable to achieve desired outcomes on a job.
Competencies are not innate and constructed over time. It usually acquires job experience to
enhance competencies. Similarly Wysocki (2004) has mentioned that the competency analysis
process involves a provision for storing, maintaining and measuring the individual’s skills, abilities
and knowledge so that the capabilities of organization of every area of competency can be assessed
exactly. The competency analysis recognizes the present competence and skill profile of
workforce. It is not enough that individuals evolve competency in project management the firm
itself has to develop and study the capability to continue to learn. Hamidaddin (2006) has stated
that the competency of project management is the ability to handle projects professionally by
applying best practices considering the project management process design and the project
management methods application. The competencies of project management need experience and
knowledge in the subject which enhances the project to meet its objectives and deadline. The
professionals of project management performing in projects where technical problems are essential
must have the competency to manage with them. Edum-Fotwe and McCaffer (2000) has
mentioned that project managers must be capable to identify the problem and be confident that
proper action has been taken to manage with them. Technical problems can cause a project to fail
and always have performed. The competencies of project management are accomplished by the
integration of knowledge and education needed during training, the skills evolved through
experience and the application of such needed experience and knowledge.
Zeilinski (2005) pointed out that the most essential competencies which project managers must
have would be technical skills. Nowadays they had been much inclined to place negotiations or
communications acumen at the top of their lists. There is no denying the significance of technical
expertise to orchestrate the project successfully. Handling the scope of imitative, risk, cost,
schedule and resources are all important skills. Indeed the upfront planning quality and the skills
of project leader at rescheduling as conditions of project alter can decide the fate of project all on
its own. But in rethinking hierarchies of skill several firms have these much as baseline
competencies. Now they consider soft skills such as negotiation, communication, persuasion and
conflict management as greater order skills. Gillard (2005) has mentioned that a competency
concentrates on ability of manager to maintain the site of mission of project and to begin action to
accomplish the target effectively. Effective project managers describe a result oriented attitude.
The concept keeps project managers focused on big term targets and quality in spite of daily
routine. It deters the project manager from becoming lost in day to day details. Thus behaviors,
attitudes and competencies are essential resulted oriented features of effective project managers.
Staffing
– Level 1
• Recruiting without focusing on Skills.
• No Skill Screening.
• No staffing Plan
• Skills not relevant to Job
– Level 2
• Low level skilled staff with low level technical expertise.
• Staff working in Different Profile
• Internal Procedure development for recruiting but not implemented/ not
effective
• New Staff recruits are expected to have basic required skills.
– Level 3
• Dedicated staff for Sales Back Office (Sales Back Office Established)
• Team Appointed Per-Sector (project Area)
• Technical Expertise have been recruited
– Level 4
• Team Leader has been appointed to each Sector
• Recruiting Process got effective and Mature
• Services Team has been appointed
– Level 5
• Proper Staffing for Each Sector (Manager-Team Leader – Technical)
• Quick Online Staffing Process
• Core Skills have been recruited
• Clear Job Function has been identified and fulfill.
Training & Career development
– Level 1
• No Training Plan
• No Career Path for Staff
• No Training Provided for Staff
– Level 2
• Training for technical Team Unit Head Only & Managers
• Training Focus on Technical areas only
• Training to fulfill the requirements not aligned with Company Strategy
– Level 3
• Training given for all Technical Team
• Training Plan Set beginning of Year Plan
• Training Linked with Company Strategy
– Level 4
• Training given for Sales, Technical Team and SBO
• Training is focusing on Technical Soft Skills
– Level 5
• Training is Linked with HR System
• Reporting Training and Career Development
• Update Training and Career Development as per Market (Dynamic)
Competencies & Skills
– Level 1
• Required skills not available (individually based).
• There are limited technical skills/ Competencies in the unit.
• Skills are not relevant to the Business Unit.
• No Skills Development
– Level 2
• Users have the needed training and skills to use.
• Staff acquires the skills needed to for Business Unit.
• Individuals have the skills required to perform their assignments and begin
to have the relevant training and development opportunities.
• Individuals in the organizational workforce have compensation and benefits
based on their contribution and value to the organization.
– Level 3
• There is considerable technical competence in the organization because of
the well-developed skills.
• The organizational workforce is constantly enhancing their skills required
to perform their assigned tasks and responsibilities.
• Project Management is realized to be needed at this stage, resulting in well-
developed project management skills.
– Level 4
• Staff have business skills, knowledge and skills are required
• Staff has good interpersonal skills.
– Level 5
• Skills and competencies are monitored and documented.
• Using HR System to log enter required skill to be developed
(1) Process:
Policy/Procedure:
According to PWS (2009) bids are known as tenders and request for proposals are approved
before or on the deadline during regular working days. A request for proposal also known
as RFP is a process based on project involving qualifications, price and solution as the
major criteria that refer a winning proponent. The request for proposal is used mainly to
adopt services when buyer needs to implement and review new and varied solutions to a
project, business process or problem. A request for proposal can extend from a process of
single step for straightforward procurements to a multi stage process for significant and
complex procurements.
Bayer and Gann (2006) have mentioned that the bidding policy in the base case is not ideal
as it outcomes in under resourcing of projects and a consequent deterioration in
performance across portfolio. The policy of allotting entire spare capacity of experienced
unassigned employees to bidding is improper for two reasons first reason is that no bidding
is carried out when the workload of project is high and the second reason is that too much
work of bidding is carried out when workload of project is low. To address the first problem
a bid staff team which will never be assigned to projects can be made. To resolve the second
problem activities of bidding can be restricted relying on present workload and pipeline of
project. The two kinds of bidding policies which take the pipeline of project into account
make the maximum time of bidding stated as a percentage of number of overall staff,
linearly dependent on project numbers presently being carried out, the number of projects
to be initiated and the number of bids awarding decision. The effort of bid is restricted by
availability of staff relying on the policy, the bid team size or the number of experienced
employees not employed in execution of project.
Communication
Dow and Taylor (2010) have described that the communication perspectives of project
proposal are essential because if anything is missing the organizations that are bidding on
the work are performing so without all the data. When project managers create the proposal
of project they must view at the bid document from the perspective of communication and
assure that everything is involved. If any part is missing the bidding firms may end up
turning in a reduced bid not realizing that the proposal of project is incomplete. Thus the
project manager or the firm was not communicating efficiently with the bidding firms and
it will cause future issues on project. A perfect document of proposal of project equals a
perfect process of bid. The proposal document is advantageous from the perspective of
communication because it interacts the proposed project understanding to anyone involved
in the project. When evolving a proposal of project that is thorough and complete the
estimates acquire from contracting firms must closely match the project expectations. If it
does not the project manager could perform into certain issues of project involving plan,
scope, quality and costs. Some firms that generate several proposals a year have a template
known as boilerplate to follow which composes huge number of proposal document before
adding specific information of the project. Therefore individual project managers or
members of team allotted to evolve the document only to add the project specifics to the
document an it is complete. A well written project proposal interacts the data required to
make the future project that there will be little requirement for extra data. To evolve a
proposal of such greater quality needs effort and dedication that will save cost and time on
the project itself. A well written proposal makes it simpler for bidders to refer how they
are going to perform their work and their estimate on plan and costs. With a poorly written
proposal of project bad communication exists to bidders and the evaluations will differ and
have vast ranges. If the bidding firms are not clear when they initiate the project this will
cause several problems during the process of bidding and throughout the project lifecycle.
Similarly according to OECD (2015) tenders must limit as much as feasible
communication between bidders during the process of tender. Open tenders enhance
signaling and communication between bidders. A need that bids must be submitted in
person offers a chance for deal making and last minute communication among
organizations and this could be hindered by using electronic bidding. According to Think
Project (2015) communication with the bidder is not as conventional as informal electronic
mail because it is structured through an online form that is responses can be processed
instantly with all data and information submitted reportable and feasible without manual
processing. Information acquired from bidders can be structured and allotted for
streamlined follow up. The tender management module combines seamlessly into their
existing infrastructure of information technology offering the ideal platform for structured
communication with bidders without giving them access to their internal systems.
Templates can be made and stored in the system for entire communication with bidders.
Thus project managers must view at every meetings from the perspective of
communication and decide what status they need to interact in every meeting.
Tools:
VanBoskirk (2012) has mentioned that nowadays the providers of bid management are
mainly simple sets of tools for handling paid search programs and sometimes a wider
number of biddable media. On the whole the category is much concentrated on one upping
rivalry characteristics than on inventing the wider future of discovery marketing. Several
marketers turned to homegrown tools and search engines instead because standalone
technique could not handle the complexity or size of enterprise programs successfully.
Price Grabber is regarded as a third party tool of bid management when its internal system
could no longer accurately or effectively handle bids for its greater than 16 million
keywords. Tools that execute and optimize strategies of bidding will becoming highly
essential as marketers perform to manage their entire programmatic media purchases.
According to Murray and Ward (2007) a supplier firms was struggling with its performance
of sales. Faced with reduced revenues and reduced win ratios several managers within the
firm initiated development tasks to develop sales. There were initiatives to recruit
professional bid managers to implement a CRM tool to enhance new methodology of sales
to alter the way commission of sales was estimates and to train account managers in
consultative selling technologies.
Parker (2000) has mentioned that monitoring tools in bidding firm may help in tracking
down their phrases or keywords and search engines as to which among them always
produce sales, overall and in relation to their cost per click. This is what known as returns
of investment monitoring. The tools of bid management may involve extra functions that
may not get from online tools of marketing that are feasible readily. Other tools can
supervise rivalry bids, generate reports for varied parties and provide the capability to
interface with numerous PPC engines. This is helpful to those who handle greater than a
100 keywords across numerous PPC engines to save time and enhance productivity. Pay
per click bid management is ideal for efficient promotion of online business without the
hassles of draining financial keeping too much. Thus numerous tools are used as a way in
bidding firms in marketing their services and goods to meet as several customers as
possible.
Process:
Policy/Procedure
– Level 1
• No Bid Process/Procedure
• Ad-hoc process
• No RFP Management Process
– Level 2
• Bid Process is established and used by Technical Consultants only.
• Organization establishes creating Bid Management Policies and procedures.
– Level 3
• Sales and Technical Consultants are aligned.
• Complete Process for Bid Management
• SBO has been established
– Level 4
• Sales and SBO Process are integrated with Technical Bid Process.
• Complete Procedure for RFP Handling
– Level 5
• Monitoring and Reporting
• Auditing
• Enhancing the Process and Procedure
Communication
– Level 1
• No Communication Plan
• Ad-hoc communication (Information Distribution)
• Communication between Units not documented
– Level 2
• Internal Communication (between Unit members)
• Communication with other units not established
– Level 3
• Structured communication between Units
• Communication documented
• Information distributed using Organization Tools (email, Portal …etc)
• Issues Documented and Followed-up
– Level 4
• Communication between all Units across Offices/Departments identified
(Matrix)
• Virtual Communication for Geographical Team members
• Bid is progress Reported (Different Stages)
– Level 5
• Effective and high Utilization for Communication tools
• Reporting about Communication Utilization and business impact.
Tools
– Level 1
• No Tools are in used for Bid Management
• Stand Alone tools (Personal) if staff is using.
– Level 2
• Bid Management Tools Introduced
• Sales Process Tools Introduced
• Collaboration Tools introduced
– Level 3
• Bid Team is using CRM Tool for Accounts and Opportunities Management.
• CRM Tool is up-to-date (by Bid Team)
– Level 4
• Management Review and Monitor Bid Progress
• Geographical Collaboration using Current Tools (Virtual Teams)
– Level 5
• Monitoring and Reporting Tools Implemented
(2) Environment/Culture:
Management:
Emery (2001) was that teams of bidding must acquire knowledge not only of competitive
content of bid but also of those individuals who will be presenting it. The capacity to
highlight where one bid is better at meeting the needed criteria can be accomplished once
information on other bids is perceived. In preparing for upcoming bids the management
team of the organization together evolves a strategy of bidding. Such a pre-bid meeting
must be arranged in getting everyone focused on the task at hand and for refining prior
strategies of winning and for learning and debriefing from prior loosing strategies.
Desbiens et al (2010) has mentioned that several firms have spread out firms
geographically. Such teams predict group sites useful permitting them to collaborate and
share on documents and to handle their work in a well organized way. In other firms there
is a need to form virtual teams in an adhoc way to accomplish objectives. If an organization
is bidding for an opportunity of sales a virtual team of sales representatives, domain experts
and marketing analysis is formed. The team can use threaded discussions to converse about
the process of bidding, leverage wiki pages for authoring shared content and use tools of
project management to set deadlines, define tasks and allot them to owners. Bid related
documents such as profile of an organization; drafts of bid document and template of
bidding are stored in the enterprise content management system of an organization and can
be related to discussion forum threads associated to documents. Users can allot keywords
to discussion forum threads as well as documents permitting them to predict the data later
on. Tags can be indicated by a tag cloud offering an easy to navigate visualization of the
crowd wisdom. Mahnke and Pedersen (2012) have described that a virtual team is recruited
with membership from each of the expertise areas needed for the bid. The major bids
supplies the lead design engineer known as the bid consultant and the most proper regional
business unit offers sales account manager who forms the major communication channel
with the client. Knowledge sharing is thus within the team across teams and functional
areas by retaining major personnel in sequential bids.
Structure:
According to Mo et al (2015) to rival in the global business surroundings organizations
must collaborate across their firm’s boundaries to form a virtual enterprise and bid for new
projects together. This distributed team of bidding includes members from leading bidding
firm as well as its partners and feasibly the client as well. During the process of bidding
data that is essential to the process must be seized in a particular structure that can be used
as a part of corporate memory for assisting the bids preparation rapidly. Additionally the
knowledge captured in the bid can be used for contracting and total support of product
lifecycle. The procedures used for bidding projects are informal and formal bidding. The
formal bidding involves sealed bids, advertisement, number of bids, electronic bids and
payment bonds, bid and performance. According to PPIAF (2006) before initiating the
process of selection the contracting authority requires a clear structure of management. The
structure of management for the stage of selection might be much execution and learner
oriented than earlier in the process of reform. The structure could involve a steering group
indicating major government agencies in charge of the process and monitoring a technical
team that does the work. The steering group is liable for drafting the documentation of bid
deciding bidders on short list and recognizing the winning bid. After choosing a bidder the
contracting authority may form a separate negotiation team which involves project steering
group members while handling authority for approval on issues of material. In several cases
the structure of the bidding process is decided by funding or local agency procurement
rules. A review of similar regulation and legislation may be needed early in the design of
procurement to assure that the proposed process of bidding will be compliant legally with
applicable international and local regulations.
Culture:
According to Kerzner (2013) there are varied types of cultures in project based upon the
business nature, the amount of cooperation and trust and the competitive surroundings. The
types of cultures are cooperative cultures which are based on effective and trustful
communication externally and internally. Non cooperative cultures mistrusts prevails and
employees worry much about themselves and their personal interests than what is best for
the company, customer or team. Competitive cultures force teams of project to rival with
one another for valuable corporate resources. Similarly isolated cultures is another type
which exist when a big firm permits functional units to evolve their own culture of project
management and can outcome in a culture within culture surroundings. Similarly Kerzner
(2010) has mentioned that fragmented cultures exist when the part of the team is separated
geographically from the remaining team. Fragmented cultures exist on multinational
projects where the corporate team or home office has a strong culture for project
management but the foreign team has no sustainable culture of project management.
Executives are the corporate culture architects. The culture always reflects the personal
aspirations and aims of the senior most management levels and how they desire to have the
function of the company. Thus good cultures can actively assist project management for
managing the organization successfully.
Environment/Culture:
Management:
– Level 1
• Departments (Sales/Technical) not connected/aligned
• No Departments meetings
• No Units Meetings
– Level 2
• Unit Heads have regular meetings
• Alignment between Sales and Technical Unit Heads
– Level 3
• Introduce Incentive Program
• Team Structuring to be aligned with Company Sales
• Roles and Responsibilities Clear and Assigned
– Level 4
• Virtual Team Management
• Geographical Team Management
• Centralization and Decentralization Management/Authority
– Level 5
• Top Management Regular Meetings (Review and Feedback)
Structure:
– Level 1
• There is no Centralized Technical Unit (no formal Structural).
• Technical Unit Responsibility is limited to RFP Response only.
• No Coordination (link) between Business Unit and Technical Team
– Level 2
• Structured Technical Team
• Clear Responsibility for Technical Unit.
• Alignment between Business and Technical Teams
– Level 3
• Technical Team Leader assigned
• Consultancy Management is centralized
– Level 4
• Different Team assigned for diffract business Units
• Clear responsibilities
• Integration with Administration Team (SBO)
• Centralized Management for all Business and Consultancy Units
• Integration between Business Unit, Implementation Unit and Technical
Team
– Level 5
• Working Geographically
• Centralized Management and reporting
• Integration overall in the company between all Units.
• Monitoring and Reporting
Culture:
– Level 1
• Resistance for Change (Procedures)
• Relationship between Consultants not well established
• Resistance related to Authority and Power
• Lack of Trust
– Level 2
• Start recognize the needs for building the Team Work
• Identify Each Team member area and benefits
– Level 3
• Consultancy controlling the team resistance (implicit and explicit).
• Consultancy Team member are involved in decision making.
• Multi-Boss Reporting is Successful
• Working from Different Time Zone/Geographical
– Level 4
• Each Group can decide on the required Activities
• There is integration between groups (Business and Consultancy).
– Level 5
• Business team and Consultancy team is working as Partner
• Continues education about Corporation and team work
Chapter (7)
CASE STUDIES
Chapter (1) Research Introduction
155
Chapter 7. Case Studies:
7.1 Introduction
The purpose of the case studies for this PhD research is for validating and testing the
framework and after that adjusting the framework based on the analysis and feedback
from the case studies. Three IT Firms have been identified based on specific criteria to
test the framework on the Bidding process. According to Kwak & Ibbs (2002), measuring
organizational maturity is subjective than objective where it need to focus on the
organization operation as analysis.
The right selection of case study organization is one of key success of the research to
ensure right testing of the framework to generate the enough information in order to
produce the final conclusion at the end of the PhD research. In this PhD research,
organizations selected were based in the Gulf region, and characterized under different
sizes, Locations, and structure. Also the selection considers adopting the organization
to ICT Technology and utilizing it in bidding Process.
Selection criteria have been identified (10) organizations and (3) of them have been
selected. The selected organization has to have the following criteria:
- Size: Big Organization: (500+ Employees)
- Location: Different Offices (Geographical Location in Gulf)
- Structure: Well established, Organization chart, Policy,
Procedures …etc
The chosen organizations were all based in Gulf Region. Organization (A) is based in
Saudi Arabia, Organization (B) based on Kuwait and has offices in the Qatar, UAE and
Saudi Arabia and Organization (C) based on UAE, and has offices in Kuwait, Saudi
Arabia, and Qatar. The organizations are classified as large-sized organizations in the IT
Firm where they do have (500+) employees. Details of summary of the case studies are
in Table (1)
Chapter (1) Research Introduction
156
Table 1: Summary of the Case Studies
The case studies have identical structure as below:
Background
Company Business Strategy
Analysis and Discussion (3 Areas and 9 Criteria)
Summary and Finding
Case number Case 1 Case 2 Case 3
Location Saudi Arabia Kuwait UAE
Site Visit Yes Yes Yes
Number of Personnel
Interviewed (Total) 5 7 6
Sales Director 1 1 1
Head of Presales 1 1 1
Bid Officer 0 1 1
Account Manager 1 1 1
Technical Engineer 1 1 1
Project Manager 1 1 1
HR Manager 0 1 0
Chapter (1) Research Introduction
157
In each case organization background will be presented, such as location, core business,
size, historical information. After that the Analysis and Discussion will be presented
based on the interview results by testing the framework which contain (3) areas and (9)
criteria. These are People (Staffing, Training & Career development, Competencies &
Skills (Experience), Process (Policy/Procedure, Communication, Tools), and
Environment/Culture (Management, Structure, Culture)
Each criterion will be analyzed and discussed in details in each organization to illustrate
the current stage the organization adopting based on the developed framework. The
analysis also shows the gap between the current situations and target it position. The
latter part of this chapter is a discussion summary and finding based on the cress analysis
between the case studies.
7.2 Interview Questions:
The Questions has been designed to cover the three main areas of the model and to cover all
the criteria under each area. The design for the research is to have open-ended question with
unstructured interview to be able to assess the organization readiness can capabilities and do
the analysis. The main objective form the questions to assess organization across the defined
areas and criteria, to know identify in which level it can be categories in each area, and how
the IT Bid Management can be enhanced and improved. The question has been listed but not
limited to:
1. People:
– Are there relationships between Bid Team, and to what level?
– How has been recruiting done internally?, What is the screening process?
– Is the team planning is important for improving bidding efficiency?
– Is the bidding expertise important for improving bidding efficiency?
– Is staff technical knowledge and skills are important for improving
bidding efficiency?
– Is there any Development Plan for Technical Team member?
– How organizing manage team Knowledge?
Chapter (1) Research Introduction
158
2. Process:
– Is using the latest IT System technologies is important for improving
bidding efficiency?
– Is there an “In-house" Process/Procedure for Bidding?
– Is there any effective systems are in place to monitor the progress of all
proposal part.
– Is the internal process and procedures having effect of improving bidding
efficiency?
– What are the critical success factors for successful bidding?
– How team are communicating and collaborating across different
locations?
– Is there processes or mechanisms exist to support effective
communication between bid Team members?
3. Environment/Culture
– How Bid management team is organized?
– What is the internal structure for Technical Consultant Team? And they
are interface with Sales Team?
– Is there clear roles and responsibilities of bidding team are defined and
agreed
– Is there regular and effective mechanisms are in place to report the
progress of the bidding to bid manager, and to other mangers.
– Are the responsibilities have been assigned to, and agreed by bid team
members for ensuring the delivery of all expected proposal parts.
– Is there any effective processes or mechanisms exist to access the
progress or bid information?
– Is the internal communication between bid team members is measured,
monitored, and reported?
– Are there responsibilities have been allocated to, and agreed by each team
member to ensure the delivery of bid/proposal.
Chapter (1) Research Introduction
159
– Is there plans have been defined on how to build successful/winning
proposal
– Is there any direct effect on organization because of success bidding, and
how you can measure it?
– How new team members (new heirs) adopt/accept SI Culture?
– How Bid Management Team adopt new structure changes?
– What is the level of acceptance and utilization for new systems/tools
support Bid Management?
Chapter (1) Research Introduction
160
7.3 Case Study (1): Organization A
7.3.1 Background
Organization A was established in 1979 in Damam Saudi Arabia. Organization A
has about 750 employees in Damam branches in Saudi Arabia. The HQ has 500
members amongst the Sales, Presales, administration and Support. Where in 1992
the 2nd branch has been establish in Riyadh where 150 employees are operating the
office. In 2000 the 3rd branch has been opened in Jeddah with 100 employees as of
today.
The Sales Organization body of the organization A and is responsible for its overall
business of the Organization A.
From 2009, the company has risen to bigger challenges more competition from
different line of business in IT which required more specialization and competitive
edge in the IT field. The company annual turnover of $100 million and the
organization a vision:
Helping organizations transform raw data into valuable information by making it
more accessible and simpler to manage. Our vision is that information technology
must be virtualized, automated, cloud-ready and sustainable. Providing best-in-
class information technologies, services and solutions that deliver compelling and
demonstrable business impact as the leader in storage virtualization.
The challenge for businesses is to make information both available and secure.
Our solutions manage data growth while they collect and connect data to create
valuable information. We cut costs, reduce operational complexity and improve
information technology.
Organization A went through several restructuring phases during last 15 years to
adopt the market share and business model, in 2010; the company initiated a quantum
leap to enhance the level and content of its human resource pool by bringing in a
selected group of qualified and experienced personnel.
Chapter (1) Research Introduction
161
In the last restructuring process, the organization a business strategy is designed
around providing a high ICT quality of service that will meet the client’s business
objectives. The new areas on which the company is focusing are:
Commitment to continuous improvement
Commitment to ISO 9001
Training, including Soft-Skills training, of all employees.
The case study with Organization A was conducted to validate the framework as key
personnel of the Organization A had participated. In this case, several interviews
have been conducted on semi-structure format and open questions. The acceptance
and responses from the Organization personnel was really proactive and positive as
the framework idea attract the Organization a Management as they are looking for
continuous improvement for better market share. Interview dates with the staff were
set two weeks before the interview. The case study started with an open discussion
about the framework idea and followed with one to one interview with selected
employees. This interview exercise was held with the top management in the sales
organization as the information and bigger picture about the company and strategic
direction is more informative with them. Different documents have been reviewed
with the employees such as the Bid process, Sales Process, Training process and
internal memos related to sales and presales. More than 12 discussion sessions have
been conducted. The interviewees for the study, Sales Director, Head of Presales,
Bid Officer, Account Manager, Technical Engineer, and Project Manager.
Organization A current business includes a strategic partnership with top ICT vendor
in the market (Cisco, Dell, EMC, HP ….) and part of the partnership is to have
certified local engineers and support team to provide the complete solution to the
local customers in Saudi Arabia. According to the Organization A, competitive
posting in ICT market requires new skills, procedure, and business approach by
adopting, presenting and implementing ICT technologies, and careful investment
planning.
Chapter (1) Research Introduction
162
This including specific training plan for Organization a team member during specific
period of time. Nonetheless, the company faced difficulties in transforming the
conventional team member to adopt the technology trend and to be trained on it to
have competitive edge in the ICT Market in Saudi Arabia. As most of the new tender
in the market the clients is focusing on the new ICT trends and technologies and the
employees need to be ready to present and response to bid.
The Organization Recognizes the importance of its employee’s effective
communication during the biding stage to build the comprehensive response and
provide them with the necessary tools for effective communication and
collaboration, where several tools have been implemented and used is the employees.
The Organization ASales Organization with Managing Director are always
committed to continuously improve the Sales Process and developing strategies to
attract and retain a high quality of staff and encourage continual professional training
and development through the development of employees and organizational culture.
Organization A realized the importance of the IT tools to support the bidding process
and they fully adopt several tools for that purpose.
The following section addresses each area and criteria of the framework model
within the context of Organization A.
7.3.2 Analysis and Discussion
7.3.2.1 People
7.3.2.1.1 Staffing
As the organization structure is well defined the staffing process is
well defined as well.
Chapter (1) Research Introduction
163
Skills Matrix is defied per sector within the sales unit as written and
documented in the Employee Job description.
Some of the staff members are dedicated per sector and some those
shared resources.
Recruitment process is defined and not well implemented by unit head
and Job position requester.
Some the units are working as shared resources and they do not have
team lead to organize and prioritize the work.
Key positions, like Sales Back Office Manager/Bid officers are not
hired or under staffing which affecting the bidding process and the
quality of the work.
There is plan has been reviewed and waiting the approval from
Managing Director to hire the unit head of Sales Back office.
It was observed that the company realized the need to hire skilled staff
to provide competitive ICT solution. Top Management worked with
HR for improving their human capital. By not focusing only on
training existing staff and improving the learning curve, the company
starts hiring the best brains in the industry to and injecting new blood
within the organization. .
• The results of Staffing analysis are as follows:
Staffing
Status Existing Target Gap
Chapter (1) Research Introduction
164
Maturity Level 2 4 3,4
7.3.2.1.2 Training and Education
It is important to the company to make sure that the technical people in the
bidding committee are will trained and educated from Technical and Soft
Skills and familiar with the biding process and biding stages. The staff
provided with on-job training, instructor based training and on-site coaching.
“We sent our employees on training. They will continuously be
adopted with required training and education required to keep the
Organization on the comparative edge and to provide best solution
and practice related to the Bid and solutions provided.”– Sales
Director
“The training is mostly hands-on, accumulated form practice
during the bid process, We don’t have chance to do mistakes in the
Bid as the market in competitive and we must focus and capitalize
on whatever we had at maximum level. The senior staff also train
their junior staff during the bid process about company best
practice” – Project Manager
They trained up to 3 fresh new hires and (10) existing staff.
On Job Training is provided centrally for Staff “new hire and exiting”.
Training programs are centrally provided and integrated within the
organization and with collaboration with HR to be conducted.
The training programmers conducted cover required areas including
ICT, management, communication, and leadership.
Chapter (1) Research Introduction
165
“At the current stage, we have 3 professional staff member who
work on the bid management. Using IT Tools, Skilled, experienced
to complete the bid and collaborate with Team member to be
focusing on the competitive solution and design.” – Presales
Manager
It was observed that the organization realized the need for on-going
training and staff development to provide competitive ICT solution.
Top Management worked with HR for improving their human assets.
The organization philosophy with collaboration with HR to attract,
develop the most talented people in the market to build a
knowledgeable workforce who will build competitive solutions to
ensure that their business goal and objectives are achieved.
• The results of Training and Education analysis are as follows:
Training and Education
Status Existing Target Gap
Maturity Level 3 5 4,5
7.3.2.1.3 Competency and Skills
It was observed that the organization realized the need for competency
and skills to come with competitive solutions and have excellent edge
in the market.
Chapter (1) Research Introduction
166
The company focusing during the new hires on the people Skills and
competencies where the company is looking to build the attractive
environment to ensure that their business objectives are achieved.
Staff competency and skills are essential for selection and employee
evaluation.
Part of the annual increments and incentives are provided to staff based
on competency and skills. The organization is committed to
continuously having the organization strategy focus on attract high-
skilled staff and encourage continues training.
The Bid Team, presales, does not have some skills in dealing with
technology area in the Bid which create real issues
Project Management Team also lacks the skills of project management
and planning Skills.
Organization A does not have enough support/alignment from/with the
Vendors Marketing team to implement the required technology Skills
Staff did not have adequate project management skills.
There was also a lack of business analysis skills.
The users acquired a basic skill and knowledge.
The workgroups within the business units were identifying their own
IT skill development which was specific to their work tasks.
Basic and purely IT skills
Project Manager gains project management skills and the experience
needed for solution development.
Chapter (1) Research Introduction
167
Staff also acquired skills and confidence for bid participation.
The required skills identified to participate in the bid in three areas:
1. Basic skills for analysis the bid including essential analysis
and define the business requirements skills.
2. Skills to provide technical and competitive solution.
3. Project Management Skills
The company is focusing also on the staff technical and project
management skills
Integration of key skills to be embedded and used within the future
Bidding functionality to facilitate the organization a vision to
extending global market reaches.
The results of Competency and Skills analysis are as follows:
Competency and Skills
Status Existing Target Gap
Maturity Level 3 5 4,5
7.3.2.2 Process:
7.3.2.2.1 Policy/Procedure
Organization a bidding unit (Sales Back Office) is allowed to buy any
bid approved by Sales Manager only.
The Sales Back Office is authorized to buy the bid/tender and manage
it.
Chapter (1) Research Introduction
168
Centralized office to buy the bids in the organization.
The sales business units in the organization have clear policy and
procedure to buy the bid.
The sales business units in the organization have clear policy and
procedure to manage any bid with alignment with Sales Back Office.
There is a procedure (policy) to be followed when the bid is distributed
to the right team:
o Bid Analysis
o Define the team to response to the bid
o Detailed Technical Analysis
o The purpose of the Solution (software/hardware/services)
o Proposal building
o Project Management
o Proposal Review
o Proposal Submission
Bidding Unit will collect the responses from the team to complain the
proposal
Bidding Unit is defining the deadline to internal submission.
Presales Team is shall define the solution and required service.
Presales has centralized pool of resources working within clear
procedure to destitute the load and as per the solution required.
Chapter (1) Research Introduction
169
There is clear policy for ICT Services shall be include it in the
proposal, by defining the type of engagement and added value
services.
The role of engagement for internal team policy and producer not well
defined when Sales back office distribute the bid/tender.
The role of engagement for the vendor policy and producer not well
defined when Sales back office distribute the bid/tender.
The role of engagement for Top Management policy and producer not
well defined and when it is required, where this lead to that the
management took a long time to act at specific situations.
The most of the producer not documented as it more to routine and not
properly defined.
No clear ownership as long any clear policy/producer to define the bid
manager.
The Three main process of bidding:
o Evaluation of the bid
o Purchasing
o Bidding
Proposal Building Processes were ad-hoc and with no documentation
Proposal Building life cycle workshops were conducted to identify all
the stages and stockholders of each stage of the lifecycle, but not
documented.
Chapter (1) Research Introduction
170
The workshop held by Presales engineer and bid Team invited to
present the analysis and to destitute the work, responsibilities and to
identify all the business procedures required to carry out at each stage.
There is a policy and procedure in the organization regarding
communication.
The results of IT Policy/Procedure analysis is as follows:
Policy/Procedure
Status Existing Target Gap
Maturity Level 2 5 3,4,5
7.3.2.2.2 Communication
The top management is involved when it is required and requested,
and during the top management meeting with Sales and Pre Sales
Manager.
The Sales Back office is a centralized communication hub across the
whole bid Team.
There is a policy and procedure in the organization regarding
communication form the Sales Back Office.
No clear internal communication strategy established within the
business units, and mostly on an ad-hoc basis based on the bid.
Chapter (1) Research Introduction
171
Participation and communication between bid team is ad-hoc and not
consistent. (differ from bid to bid)
The responsibility for the communication strategy not defined and
documented.
Sales Back office is trying to organize the communication to:
o To improve bidding process and meet the submission
deadline.
o Improve the communication channels between business units.
Eliminate barriers to avoid any delay in the proposal submission or at
any stage of the bidding process.
The current communication tools used are:
o Email System
o Websites (Internal Portal)
o Intranets
Each business units has their own communication strategy based on
local activities, no unified communication form organization level.
The bidding team members communicating for each bid with:
o Sales Director
o Sales Manager.
o Presales Manager
o Account Manager
o Project Management Office
o Services Manager
Chapter (1) Research Introduction
172
o Admin Manager
o Finance Division
o Presales Engineers
o Head of Application Development
o Support Manager
Bidding Team Members are meeting twice a week for face-to-face
update about the bid progress.
Communication; not well documented and integrated within the
organization structure.
Participation in big bids is become more complicated as the
communication not well defined.
Organization an aims to improve the effectiveness of the
communication by defining the communication plan internally and
externally.
The results of Communication analysis is as follows:
Communication
Status Existing Target Gap
Maturity Level 1 4 2,3,4
Chapter (1) Research Introduction
173
7.3.2.2.3 Tools
Organization A implemented different tools to Manage customer’s
relationship and bid management, where they can have better view and
clear decision about the Bid/no-Bid, the tools like
o CRM Application
“IT is an important support tool to Support the organization to have
better decision about the bid and more details about the account
insight” – Sales Manager
Different communication tools are introduced and staff has been
trained on it to enhance the bidding process within the organization.
Bid Management collaboration tool introduced among the
organization employees, but the utilization what not the effective
because of lack of enforcement form the management and clear policy.
There is no performance management, or monitoring for the status of
the bid or bid management.
The results of Tools analysis is as follows:
Tools
Status Existing Target Gap
Maturity Level 2 5 3,4,5
Chapter (1) Research Introduction
174
7.3.2.3 Environment/Culture
7.3.2.3.1 Top Management
The observation was that the top management strategic thinking and
planning are as follows:
o Directions are defined by The Executive Board Members.
o Then it is implemented Top - Down.
o Not always Executive Board Member consults with 2nd
Management Layer, Sales Manager, Presales Manager and
Admin Manager.
o 2nd Management Layer is working on the strategic plan to
make it reality.
Annual increments and incentives are provided to employees on the
basis of their performance, winning bids, achievements. Attractive
incentives are important form Top Management and HR to retain
highly qualified employees.
Top Management not in regular bases meeting the 2nd Management to
review the bid progress and performance.
Top Management just started to review the organization structure to
have better alignment with business strategy and framework to have
better competitive edge in the ICT Market. This framework presented
by the top management shall enhance the communication and
alignment between the business units.
Chapter (1) Research Introduction
175
The new framework 2017/2018 will be implemented and it is include
organization restructuring.
Top Management has not visibility about bid participation and
analysis.
Top Management relation with vendors not that storage and effective
due to that not effective communication plan or business review
session between them, this is affecting the Bid Process when it will
reach proposal closing form financial point of view.
The Executive Board Members and 2ndManagement layer of the
organization is participating on the mega bid to take strategic direction
and influencing the proposal submission.
Top Management with 2nd Management layer is focusing on three
main areas within the new framework global competition; competitive
advantage and business process improvement
The results of Management analysis is as follows:
Top Management
Status Existing Target Gap
Maturity Level 2 5 3,4,5
Chapter (1) Research Introduction
176
7.3.2.3.2 Structure:
The user involvement in the Bid Process improved after the last
restructure done on 2010, and expecting more alignment to be done
between business units after the new restructure will be done in 2017.
There is serious problem regarding un-management resources as the
de-centralization of functionality or alignment within/between
business units is causing effort and work duplication and wasting
organization time and effort. This is leading to losing focus and
management of the bid quality of work.
Presales and Sales Unit are well organized and managed as the
organization structure are well defined and communication plan and
integration also well defined, there is lacking of implementation and
following the policy and producers form employees.
No proper integration/alignment between Administration, Sales Back
Office and Sales Team, which lead to lose the focus and control of the
Bid process.
Business units (Presales and Sales Back Office) that exist within the
organization have common understanding and agreed procedure for
bid process participation and clear roles and responsibility, but this
integration not documented.
Chapter (1) Research Introduction
177
The results of Structure analysis is as follows:
Structure
Status Existing Target Gap
Maturity Level 2 5 3,4,5
7.3.2.3.3 Organization Culture
Each of the business units within Organization A had their own
process and there is big resistance for any organizational change.
Each of business units had their own way of managing bid and not
following specific standard which lead to non-consultant work and
affect the quality of the work.
Employee’s attitude in each business units when working on same bid
is not willing to collaborate effectively, Sales Back office is facing
issue when getting team working together and to work successful
closing of the bid. As this element in affecting the overall performance
of the bid process.
Less interaction and a lack of information sharing particularly between
Application and infrastructure team, which lead of integration and
solution integrity issues.
No data sharing/ collaboration culture exists
Chapter (1) Research Introduction
178
At some levels, each individual has his own processes.
The results of Culture analysis is as follows:
Culture
Status Existing Target Gap
Maturity Level 1 4 2,3,4
7.3.3 Summary and Finding
It is identified that the overall of bidding process based on the proposed
framework was not properly defined and documented across different areas
and criteria. A lot of work can be done to improve the bidding process in
order to maximize the agility and enhance the biding process to achieve the
company strategic goal and objective by having competitive solution and
state of art offers.
The inter-link between the framework areas and criteria has been clearly
understood from assessment. This ensures that it is necessary to build a
complete matrix to enhance the overall organization bidding process
maturity.
The framework gives clear guidance and roadmap to the top management for
the next step to enhance the organization bidding maturity level, as well
helping them on the next restructuring will be done on 2017.
Chapter (1) Research Introduction
179
After the assessment, it is clear that each of the business units such as the
Sales Back office, Administration, Sales, etc. had their own processes in
managing Bidding process. The business unity user’s attitudes in differ even
within the unit.
Organization A has an excellent structure of Sales and PreSales business unit.
However, due to the major restructuring in 2017, where expecting to have
more integration between both business units to enhance the communication
and business alignment, the major advantage of the new restructuring is the
integration with other business units.
There are lots of works to be done on the policy and procedures
documentation, communication and implementation across all business units
to unify the effort and procedures, which will help to standardize the bidding
process and define the expected outcome, form it.
It has been observed that the top Management needs to be involved with 2nd
Management layer during the bidding process. It has also to be engaged with
the vendors to support the Sales Unit during the bidding process.
There was a policy and procedure for communication and different tools have
been implemented. However, the communication was not that effective and
there is different step can be done to enhance it and to be more agile.
A lot of work is needed for the organization A to improve the maturity gap
in achieving their business objectives, particularly in the area of process, user
involvement and organizational behavior.
Chapter (1) Research Introduction
180
The summary of the assessment of organization A according to the proposed
framework model can be found in Table (2)
MATURITY LEVELS
Level
(1)
Initial
Level (2)
Structured
and
Repeatable
Level (3)
Defined
Level (4)
Managed
Level (5)
Optimizing
Peo
ple
Staffing
Training & Career
development
Competencies &
Skills
Pro
cess
Policy/Procedure
Communication
Tools En
viron
men
t
Management
Structure
Culture
Chapter (1) Research Introduction
181
7.4 Case Study (2): Organization B
7.4.1 Background
Organization B was established in 1982in Kuwait. Organization B has about 1500
employees across all branches in the Gulf region. The HQ has 1000 members
amongst Sales, Presales, administration and Support. Where in 1990 the 2nd branch
has been establish in Riyadh, Saudi Arabia where 250 employees are operating the
office. In 1995 the 3rd branch has been opened in Dubai, United Arab Emirates with
150 employees as of 2015. In 2000, Africa branch has been established in Cairo,
Egypt with 100 employees.
The Sales and Presales Organization body of the organization B and is responsible
for its overall business.
In2008, the company announced the new vision and strategic goals to be achieved in
2020 by achieving $1 Billion revenue, by providing state of art ICT solutions in the
Gulf region and by expanding to Africa as well. This required more specialization
and competitive edge in the IT field to achieve this strategic objective. The company
annual turnover is $550 million as of 2015.
Organization B Vision:
To be the WORLD CLASS STRATEGIC SOLUTIONS PROVIDER, for all IT and
related business needs across all industries globally.
Organization B Mission:
To be a profitable cutting-edge IT and business solutions’ provider ensuring the
highest standards of quality along with agile delivery and highest level of
satisfaction to our shareholders, customers, and employees.
Organization B is one of the leading ICT solutions provider/integrator and services
provider offers IT solutions and services that enable large organizations to keep up
Chapter (1) Research Introduction
182
to date with the fast growing competitive business Solutions. As technology provider
with 36 years of experience in the Gulf region, Organization B has a long, proven
and successful track record. Organization B implements cutting-edge ICT solutions
for many valued clients throughout the Gulf region. Organization Boffered solutions
help corporations and organizations to adapt to new ICT technologies that enhance
business productivity and agility to enable them to stay ahead of the competition.
Organization B delivers a comprehensive portfolio of world class quality solutions
and services in a wide range of ICT solutions that focusing on specific industry
segments including Education Technologies, Energy and Utilities,
Telecommunication, and Financial industry. Organization B portfolio includes of
core solutions for each specific industry and ICT solutions such as Enterprise
Application Solution, Infrastructure Solutions, ICT Support Services, ICT operations
and administration outsourcing, and ICT Managed Services.
Organization B clientele involves of large Banks, Financial companies,
telecommunication providers, Oil& GAS companies, and Educational organizations.
Organization Bis recognized as a trusted ICT market leader, by providing high-
quality end-to-end ICT solutions that enable customers to achieve businesses goal
and objective. Organization Bis focusing on employ team of high-caliber
professionals, skilled and have commitment to deliver the required services with high
quality standard.
Organization B continually develop and look for strategic partnerships with vendors
and international companies from ICT industry to offer their services in the Gulf
region, and invest in employees to be trained in order to deliver the best products and
solutions.
Organization B has achieved great success in the ICT Gulf marker and considered as
one of the world-class organizations that have the vision to provide best ICT
solutions and services on a Gulf Scale, where Organization B has been recognized
by different international firm. Organization B has a strong commitment to their
stakeholders, customers, employees and vendor/partners.
Chapter (1) Research Introduction
183
In order to Organization B to enhance their market leadership, Organization B
continues to have strategic partnerships and alliances with only the best of
information technology companies. Organization B investment in people as they
launched a software development center located in Cairo, Egypt and they hired 100
fresh graduated students and trained them and create and comprehensive training
plan for them.
Organization B team includes the best IT people in the ICT industry that helps in
certifying and recognizing the vendor and have a deep understanding of the world
class solution and services that can be help the corporations to develop a competitive
edge.
“Our people are our greatest asset, and we invest in enhancing their knowledge
and skills, and continuously keeping them up to date with latest ICT technological
advancements.” Sales Director
At Organization B, well-defined internal processes and business practices that are
developed and implemented and have been certified in accordance with
internationally recognized firms:
- CMMI L5,
- ISO 9001: 2008 and UK TickIT and
- 27001: 2005 standards.
Organization B went several restructuring phases to adopt the market share and to
implement competitive business model, in 2009, the company initiated a mega
organizational changes to enhance the level and content of its human resource pool
by bringing in a selected group of qualified and experienced personnel.
The case study with Organization Bwas conducted to validate the framework as key
personnel of the Organization Bhad participated. Where several interviews have been
conducted on semi-structure format and open questions. The acceptance and
responses form the Organization A personnel was really proactive and positive as the
Chapter (1) Research Introduction
184
framework idea attract the Organization B Management as they are looking for
continuous improvement for better market share. Interview dates with the staff were
set two weeks before the interview. The case study started with anopen discussion
about the framework idea and followed with one to one interview with selected
employees. This interview exercise was held with the top management in the sales
organization as the information and bigger picture about the company and strategic
direction is more informative with them. Different documents have been reviewed
with the employees such as the Bid process, Sales Process, Training process and
internal memos related to sales and presales. More than 15 discussion sessions have
been conducted. The interviewees for the study, Sales Director, Head of PreSales,
Bid Officer, Account Manager, Technical Engineer, HR Manager and Project
Manager.
Organization Bcurrent business includes a strategic partnership with top ICT vendor
in the market (Cisco, Dell, EMC, Oracle, ….) and part of the partnership is to achieve
the highest level of certification for their local engineers and support team to provide
the comprehensive end to end solution to the customers in Gulf region. According to
the Organization B management, competitive solution positing in ICT market
requires new skills, procedure, business approach by adopting, presenting and
implementing ICT technologies, and careful investment planning.
This including specific training plan for Organization B team member during specific
period of time with collaboration with Vendor. Nonetheless, the company faced
difficulties in transforming the conventional team member to adopt the technology
trend and to be trained on it to have competitive edge in the ICT Market in Gulf
Region. As most of the new tender in the market the clients are focusing on the new
ICT trends and technologies and the employees need to be ready to present and
response to bid.
The Organization B recognizes the importance of its employee’s effective
communication during the biding stage to build the comprehensive response and
provide them with the necessary tools for effective communication and
Chapter (1) Research Introduction
185
collaboration, where Organization B invested in different tools to enhance the
internal communication and collaboration, several tools have been implemented and
used be the employees.
The Organization BSales Organization with Sales and PreSales Managing Director
arealways committed to continuously improve the Sales Process and developing
strategies to attract and retain a high qualified employees and encourage continual
professional training and education through the development ofemployees and
organizational culture.
Organization Brealized the importance of the IT tools to support the bidding process
and they fully adopt and invest on tools for that purpose.
The following section addresses each area and criteria of the frameworkmodel within
the context of Organization B.
7.4.2 Analysis and Discussion
7.4.2.1 People
7.4.2.1.1 Staffing
As the organization structure is well defined the observation was the
staffing process is not well defined.
Skills Matrix within each business unit has been identified but not
linked to staffing process.
Gap has been observed between the HR Unit and Business unit when
it will come to new hire selection, screening and identification.
The recruitment processhas been identified, written and implemented,
but the Skills not linked to it, it is more generic producer.
Staff members can be dedicated per sector or shared resources.
Chapter (1) Research Introduction
186
Recruitment process is defined and not well implemented by some
business units and Managers head and Job position requester.
Some the units are working as shared resources and they do not have
team lead to organize and prioritize the work.
Key positions, like Sales Back Office Manager/Bid officers are not
hired or under staffing which affecting the bidding process and the
quality of the work.
Sales Back Office is one of the most important unit andskills is that
critical in the bid process.
It was claimed by Sales Manager that the organization B had basic
Skills screening, the observation was that screening process is an
individual process.
There is plan has been reviewed and waiting the approval form
Managing Director to hire the unit head of Sales Back office.
It was observed that the company realized the need to hire skilled staff
to provide competitive ICT solution. Top Management worked with
HR for improving their human capital. By not focusing only on
training existing staff and improving the learning curve, the company
start hiring the best brains in the industry to and injecting new blood
within the organization.
The company is planning to expand their IT Department by
employing more technical staff, particularly the systems analyst,
business analyst, and programmer.
Chapter (1) Research Introduction
187
• The results of Staffing analysis are as follows:
Staffing
Status Existing Target Gap
Maturity Level 1 4 3,4
7.4.2.1.2 Training and Education
The training programs conducted throughout the organization
including all branches in the Gulf region, and open to all staff.
The observation was the training topic not always aligned with
company strategy.
Part of the must attend training for all staff are the training related to
the internal communication system and tool. Also the training related
to specific producers.
All staff should pass the must attend trainings assessment and it is
linked to appraisal system. in order to get the advanced level.
There is no specific IT training conducted to improve staff IT skills
especially how is working on the Sales back office, where the team in
the Sales expected to have basic IT Skills and more administration
Skills.
Chapter (1) Research Introduction
188
Organization B established Training unit and manager appointed to
suggest, coordinate and implement thetraining courses to new staff, as
well the existing staff.
The Training Unit is maintaining the attendees and the progress of
each attendee.
The training provided, One to one training, workshops, technical
training, and soft skills training.
Training is classified form ad-hoc/basic up to technical and executive
training for top management.
Each training has assessment exam and certification of completion.
Presales team usualy looking for vendor training (external training) as
those training is mandatory for them to have latest information about
the solution and to keep the organization on the compatative edge in
from technical capabilities in the ICT Market.
The Training policy allowing only the technical staff for external
training (outside the organization) to improve their skills and
competencies.
The online training methods are expected to be implemented in the
future.
It is important to the company to make sure that the technical staff and
bidding committee are well trained and educated from Technical and
Soft Skills and familiar with the biding process and biding stages. The
Chapter (1) Research Introduction
189
staff provided with on-job training, instructor based training and on-
site coaching.
The Office in Cairo, is providing technical training for new hire staff
to enable them to enter the ICT Market.
HR is communicate and collaborate with the internal training center to
ensure the training offered to staff are aligned with employee job
discerption.
The training programmers conducted cover a required areas including
ICT, management, communication, and leadership.
It was observed that the organization realized the importance of on-
going training and staff development. Top Management worked with
HR and Training Center Manager for improving their human assets,
where expected to launch online training portal in the first quarter of
2017.
• The results of Training and Education analysis are as follows:
Training and Education
Status Existing Target Gap
Maturity Level 3 5 4,5
Chapter (1) Research Introduction
190
7.4.2.1.3 Competency and Skills
It was observed that the technical employees take their own initiative
to improve their own skills and competencies without discussing it
with their line manager and HR, also not linked with educational
center.
To Education Center address skills gap and competencies, the
company planning to perform continuous training sessions to reduce
the gap and enhance the organizational staff competencies.
It was clearly observed that the not admin staff gained basic IT skills
The company is starting to employ a young and dedicated person to
fill the IT related position.
It was observed that the organization realized the need for competency
and skills to come with competitive solutions and have excellent edge
in the market.
The company focusing during the new hire on the skilled people where
the company is looking to build the attractive environment to ensure
that their business objectives are achieved.
Staff competency and skills are essential for selection and at employee
evaluation.
Part of the annual increments and incentives are provided to staff based
on competency and skills. The organization is committed to
Chapter (1) Research Introduction
191
continuously having the organization strategyfocus on attract high-
skilled staff and encourage continues training.
The Bid Team, presales, does not have some skills in dealing with
technology area in the Bid which create real issues
Project Management office Team had great skills and competencies to
deal with project management and planning for small and complex
projects.
It was observed that Organization B does not have enough
support/alignment from/with the Vendors Marketing team to
implement the required technology Skills and Training Center
Manager is working on fixing this part of business alignment.
It was observed that the there was also a lack of business analysis skills
which is essential in the bidding process.
The admin users acquired a basic skill and knowledge.
Project Managerwho is engaged with the bidding process gain project
management skills and the experience needed for solution
development.
PreSales and Sales Back office acquired skills and confidence for bid
participation.
The required skills identified by the Training Manager to participate
in the bid in three areas:
4. basic skills for analysis the bid including essential analysis
and define the business requirements skills.
Chapter (1) Research Introduction
192
5. skills to provide technical and competitive solution.
6. Project Management Skills
Integration of key technical and soft skills is the key initiative by
Training Center and to be integrated with HR.
The results of Competency and Skills analysis is as follows:
Competency and Skills
Status Existing Target Gap
Maturity Level 3 5 4,5
7.4.2.2 Process:
7.4.2.2.1 Policy/Procedure
It is observed that the Organization B has centralization of the policy
and producers to have better control, consistency and management.
Currently, all policy and producers controlled from Kuwait office.
Even the approvals for any request.
It is clearly observed form the assessment that the HQ is following up
about the policy and producer’s enforcement and reporting.
Top management is expected that all employees are practicing and
implementing the policy and producers.
Policy and producers is controlled and managed by Quality office and
enforced by Business Unit Manager.
Chapter (1) Research Introduction
193
Every time new bid the organization participating it, the PreSales is
managing it and trying to enforce the policy and producers for bid
process.
It is observed that there is no consistency in implementing the policy
and producers related to the biding process, as there is no ownership
and accurate following for the policy and producers related to the
bidding process.
Sales Manager and PreSales Manager were unable to ensure quality
and consistency of the policy and producers implementation.
Policies and procedures for managing bid throughout the company are
identified and improved based on experience with similar projects and
by providing the feedback form PreSales and Sales Manager to Quality
office within the organization.
The outcome of the bid process is unpredictable particularly when
dealing with time and cost, and when there is lack of following up the
policy and producers.
Due to the lack of bidding unit (Sales Back Office) Admin team is
allowed to buy the bid/tender only if it is approved by Sales Manager.
Lacking of Centralized office to manage the bids in the organization
even with existence of policy and producers affect the biding process.
The sales and presales business units in the organization have clear
policy and procedure to manage any bid.
Chapter (1) Research Introduction
194
There is a procedure (policy) to be followed when the bid is distributed
to the right team:
o Bid Analysis
o Define bid stockholder
o Define Responsibly Matrix
o The area of the proposed Solution
(software/hardware/services)
o Proposal building Team Lead
o Project Management Team Lead
o Proposal Review
o Proposal Submission
PreSales Unit will collect the responses form the team to complain the
proposal
PreSalesUnit is defining the deadline to internal submission.
PreSales Team is shall define the solution and required service.
PreSales has centralized pool of resources across the Gulf region
working within clear procedure to destitute the load and as per the
solution required.
There is clear policy for ICT Services shall be include it in the
proposal, by defining the type of engagement and added value
services.
The role of engagement for internal team policy and producer not well
defined when Sales back office distribute the bid/tender.
Chapter (1) Research Introduction
195
The role of engagement for the vendor policy and producer not well
defined when Sales back office distribute the bid/tender.
The role of engagement for Top Management policy and producer not
well defined and when it is required, where this lead to that the
management took a long time to actat specific situations.
The most of the producer not documented as it more to routine and not
properly defined.
No clear ownership even there are policy/producer to define the bid
manager under not availability of Sales Back office.
Proposal BuildingProcesses were ad-hoc and with no documentation
Proposal Building life cycle workshops were conducted to identify all
the stages and stockholders of each stage of the lifecycle, but not
documented.
The workshop held by PreSales engineer and bid Team invited to
present the analysis and to destitute the work, responsibilities and to
identify all the business procedures required to carry out at each stage.
There is a policy and procedure in theorganization regarding
communication.
The results of IT Policy/Procedureanalysis is as follows:
Policy/Procedure
Status Existing Target Gap
Maturity Level 2 5 3,4,5
Chapter (1) Research Introduction
196
7.4.2.2.2 Communication
It was clearly noticed that the organization B adopt several
communication solution to enhance the communication between the
business units.
There was a lack of communication with senior management on the
right time to take the right decision.
Organization B established communication matrix with clear
responsibilities and ownership.
Bidding Team has clear understanding about the commutation matrix
and the relationship between business units.
The senior management enforce staff to utilize the communication
tools to ensure the smooth running of bidding processes.
It was observed that par to the team still communicating regarding the
bidding activities manual/verbal methods.
It is must all communication related to the bid between bid teamto be
through the bidding manager and copy him on all communication.
The communication between the vendor and bid manager and presales
are documented and Sales Manager always copied.
Beside the communication tools, the communications using paper
work like memos and letters and physical and online meetings was still
available.
Chapter (1) Research Introduction
197
The Top management sometimes to communicate to the bid team
directly for specific bid action required through emails and meetings.
The top management’s comment on and answer any question from the
bid teamthrough email.
E-mails played a main role as a communication channel between the
organization employees and bid team.
The top management also started to express and utilize the other
communication tools and methods like video conferencing and
internal portal to motivate the employees to utilize it.
It is observed that an internal portal has been built to be:
o Centralized document Management tools
o Enhance the communication between business units
o Provide Document tracking and versioning.
Training has been conducted for all staff members for the internal
portal and how to be utilized.
The top management is involved when it is required and requested,
and during the top management meeting with Sales and Pre Sales
Manager.
The Sales Back office is a centralized communication hup across the
whole bid Team.
There is a policy and procedure in theorganization regarding
communication form the Sales Back Office.
Chapter (1) Research Introduction
198
No clear internal communication strategy stablished within the
business units, and mostly on an ad-hoc basis based on the bid.
Participation and communication between bid team is ad-hoc and not
consistent. (differ from bid to bid)
The responsibility for the communication strategy not defined and
documented.
Sales Back office is trying to organize the communication to:
o To improve bidding process and meet the submission
deadline.
o Improve the communication channels between business units.
Eliminate barriers to avoid any delay in the proposal submission or at
any stage of the bidding process.
The current communication tools used are:
o Email System
o Websites (Internal Portal)
o Intranets
Each business units has their own communication strategy based on
local activities, no unified communication form organization level.
The bidding team members communicating for each bid with:
o Sales Director
o Sales Manager.
o PreSalse Manager
o Account Manager
Chapter (1) Research Introduction
199
o Project Management Office
o Services Manager
o Admin Manager
o Finance Division
o PreSales Engineers
o Head of Application Development
o Support Manager
Bidding Team Members are meeting twice a week for face-to-face
update about the bid progress.
Communication; not well documented and integrated within the
organization structure.
Participation in big bids is become more complicated as the
communication not well defined.
Organization A aims to improve the effectiveness of the
communication by defining the communication plan internally and
externally.
The results of Communication analysis is as follows:
Communication
Status Existing Target Gap
Maturity Level 3 4 2,3,4
Chapter (1) Research Introduction
200
7.4.2.2.3 Tools
It is clear that are several tools have been acquired by organization B
to:
o Enhance the commutation
o Document management Solution
o Support bidding process “Bid Management”
o Customer Relationship Management
o SalesForce Management.
The tools provide great added value to the organization, such as:
o Anyone at anywhere can access the bid file and participate in
the bid, communicate with the team, get the update and upload
and updated files.
o Provide high Availability for Bid Documents.
o Provide documents versioning and control.
o Get access to the standard bid templates, proposals, RFPs and
responses.
o Provide Project Management Office access to all required
projects and bids/Tenders files and documents.
o Unify and standardized the process of Bid Management
Top Management realized the importance Information Technology
(IT) within the organization to provide stable and reliable support tool
to the organization.
Chapter (1) Research Introduction
201
The IT department (as support function to the sales organization) is
trying to acquire flexible and reliable tools that support the
organization sales, presales and bidding units.
Organization B implemented different tools to Manage customer’s
relationship a as well and integrated with bid management and
document management system as well, where they can have better
view about customer power map then make clear decision about the
Bid/no-Bid, the tools likeCRM Application (Salesforce).
“IT is an important SalesForce tool to Support the organization to
have better decision making about the bid and full details about the
customers by knowing the account insite” – Sales Manager
Different communication tools are introduced and staff has been
trained on it to enhance the bidding process within the organization.
Bid Management collaboration tool introduced among the
organization employees, but the utilization what not the effective
because of lack of enforcement form the management and clear policy.
There is no performance management, or monitoring for the status of
the bid or bid management.
There is an issue relating to the consistency of information storage and
retrieval organization-wide. Everyone has their own separate directory
and lack of information sharing is obviously emerging. Information
queries from the London office take time for a response. The other
issue was that all the documents were saved in individual standalone
PC, and therefore it took time to get the information needed, and the
Chapter (1) Research Introduction
202
possibility of lost documents was relatively high. To solve this
problem, the management decided to develop a centralized database
that was accessible within the company.
The results of Tools analysis is as follows:
Tools
Status Existing Target Gap
Maturity Level 3 5 3,4,5
7.4.2.3 Environment/Culture
7.4.2.3.1 Top Management
The Top management of the organization B established a strategic
thinking group of Sales and Presales to review and enhance the bidding
process.
Top Management established group to review over all organization
performance, business plan, resources needed, policies, producers,
staff, training, tools, development, equipment, and identifying
opportunities, weakness and risks to the organization business.
Senior Managers are responsible for defining the business needs, gap
and solutions.
HR Management got awarded twice form Board Members for
excellent performance and effort to retain the existing employees and
Chapter (1) Research Introduction
203
for developing the human capital with coordination with the training
unit.
The top management are heavily depended on the vendor by building
strategic relationship with them to better support during the
tenders/bids.
Top Management had great alignment with vendors to ensure win-win
situation form performing the strategic vision and goal for the
organization and vendor.
The observation was that the top management strategic thinking and
planning are as follows:
o Directions are defined by The Executive Board Members.
o Then it is implemented Top - Down.
o Not always Executive Board Member consult with 2nd
Management Layer, Sales Manager, PreSales Manager and
Admin Manager.
o 2nd Management Layer is working on the strategic plan to
make it reality.
Annual increments, and incentives are provided to employees on the basis of
their performance, winning bids, achievements. Attractive incentives are
important form Top Management and HR to retain highly qualified
employees.
Top Management not in regular bases meeting the 2nd Management to
review the bid progress and performance.
Chapter (1) Research Introduction
204
Top Management just started to review the organization structure to have
better alignment with business strategy and framework to have better
competitive edge in the ICT Market. This framework presented by the top
management shall enhance the communication and alignment between the
business units.
The new framework 2017/2018 will be implemented and it is
including organization restructuring.
Top Management has good visibility about bid participation and
analysis.
Board Members relation with vendors not that storage and effective
due to that not effective communication plan or business review
session between them, this is affecting the Bid Process when it will
reach proposal closing form financial point of view.
The Executive Board Members and 2ndManagement layer of the
organization is participating on the mega bid to take strategic direction
and influencing the proposal submission.
Top Management with 2nd Management layer is focusing on three
main areas within the new framework global competition; competitive
advantage and business process improvement
The results of Management analysis is as follows:
Top Management
Status Existing Target Gap
Maturity Level 3 5 4,5
Chapter (1) Research Introduction
205
7.4.2.3.2 Structure:
There are issues of who is really responsible for what in the bid/tender
process due to lack of Sales Back office.
The newly created ITUnit and the IT Manager was allocated with the
integration with other organizational structure facilitate a lot of
systems and tools for bid process.
It is observed that the new IT unit is small comparing it to the size of
the organization and geographical locations.
It is observed form reviewing the organizational structure that the
Sales Back office business functionally is not exist.
The role and responsibility of the Sales back office are carried out by
PreSales unit, which add more workload on the PreSales team and this
affecting the quality of work and employee’s performance.
The staff of IT Department consists of 4 employees in the HQ in
Kuwait:
o The IT Manager
o 3 technicians
The awareness of the importance of employee’s involvement of
evaluating and enhancing the internal process is increasing among the
senior management.
Chapter (1) Research Introduction
206
Only selected senior employees form Sales, PreSales and adminare
consulted to give an ideas and feedback to enhance the existing
processes and producers.
The user involvement in the Bid Process improved after the last
restructure done on 2010, and expecting more alignment to be done
between business units after the new restructure will be done in 2017.
There is serious problem regarding un-management resources as the
de-centralization of functionality or alignment within/between
business units is causing effort and work duplication and wasting
organization time and effort. This is leading to losing focus and
management of the bid quality of work.
PreSales and Sales Unit are well organized and managed as the
organization structure are well defined and communication plan and
integration also well defined, there is lacking of implementation and
following the policy and producers form employees.
No proper integration/alignment between Administration, Sales Back
Office and Sales Team, which lead to lose the focus and control of the
Bid process.
Business units (PreSales and Sales Back Office) within the
organization has common understanding and agreed procedure for
bidprocess participation and clear roles and responsibility, but this
integration not documented.
The results of Structure analysis is as follows:
Chapter (1) Research Introduction
207
Structure
Status Existing Target Gap
Maturity Level 2 5 3,4,5
7.4.2.3.3 Organization Culture
The relationship between groups was improved by enhancing the
communication in terms of solving the problems during the bidding
process.
There was a gap between the two main groups of users existing in the
bidding process ; Presales and service business unit, where support
unit is continuously demand for more services to be injected in the
bid.
Everyone had their own way in managing information and used a
different approach in performing common work tasks such as storing
project information in different files and directories.
The distribution and sharing of information within the bidding team
took a long time and sometime done manually on individual bases,
which lead to not sharing the information with right team on the right
time and his lead to culture habit existing within the organization.
The possibility of document loss, outdated and over right is high.
Persons without authority were able to access confidential documents
and information related to the bids.
Chapter (1) Research Introduction
208
Employees over all not welling to perform other unit job (Sales Back
Office) and this create big resistance and performance issue during the
biding process.
The top management start involving staff in the continues
improvement process.
The interaction and relationships between the users and IT staff is
improving in parallel with the IT department expansion in the future.
Each of the business units within Organization B had their own process
and there is big resistance for any organizational change.
Each of business units had their own way of managing bid and not
following specific standard which lead to non-consultant work and
affect the quality of the work.
Employee’s attitude in each business units when working on same bid
are not welling to collaborate effectively, Sales Back office is facing
issue when getting team working together and to work successful
closing of the bid. As this element in affecting the over all performance
of the bid process.
Less interaction and a lack of information sharing particularly between
Application and infrastructure team, which lead of integration and
solution integrity issues.
No data sharing/ collaboration culture exists
At some levels, each individual has his own processes.
Chapter (1) Research Introduction
209
The results of Culture analysis is as follows:
Culture
Status Existing Target Gap
Maturity Level 2 4 3,4
7.4.3 Summary and Findings
It is identified that the overall of bidding process based on the
proposed framework was in moderate stages, where overall it quite
well defined and documented across different areas and criteria.
Definitely there are work can be done to improve the bidding process
in order to maximize the agility and enhance the biding process to
achieve the company strategic goal and objective by having
competitive solution and state of art offers.
It is clear from the assessment the interlink between the framework
areas and criteria, which is building complete matrix to enhance the
overall organization bidding process maturity.
The framework gives clear guidance and roadmap to the top
management for the next step to enhance the organization bidding
maturity level, and help the internal committees of reviewing the
existing processes to have continuers improvement framework.
Chapter (1) Research Introduction
210
After the assessment, it is clear that each of the business units such as
Administration, Sales, presales etc. had their own processes as well in
managing Bidding process beside the organization process, and this
due to the culture where the business unity user’s attitudes in differ
even within the unit.
Organization B has an excellent structure of Sales and PreSales
business unit. However, due to the missing of the Sales Back office,
expecting to have more integration between both business units after
establhing the Sales Back Office, to enhance the communication and
business alignment, the major advantage of the new restructuring is
the integration with other business units.
There are a lot of work to be done on the policy and procedures
documentation, communication and implementation across all
business units to unify the effort and procedures, which will help to
standardize the bidding process and define the expected outcome form
the it.
It observed that the Board Members need to be involved with senior
Management layer during the bidding process. Also to have more
engagement with vendors to support the Sales Unit during the bidding
process.
There was a policy and procedure for communication and different
tools have been implemented. However, the communication was not
Chapter (1) Research Introduction
211
that effective and there is different step can be done to enhance it and
to be more agile.
A lot of work is needed for the organization B to improve the maturity
gap in achieving their business objectives, particularly in the area of
process, user involvement and organizational behavior.
Overall processes for the proposed framework are (level 3) this is good
indication that a lot of effort has been done by the organization.
The summary of the assessment of organization B according to the
proposed framework model can be found in Table (2)
MATURITY LEVELS
Level (1)
Initial
Level (2)
Structured
and
Repeatable
Level (3)
Defined
Level (4)
Managed
Level (5)
Optimizing
Pe
op
le
Staffing
Training & Career
development
Competencies & Skills
Pro
cess
Policy/Procedure
Communication
Tools
Enviro
nm
ent
Management
Structure
Chapter (1) Research Introduction
212
Culture
Chapter (1) Research Introduction
213
7.5 Case Study 3: Organization C
7.5.1 Background
The selection of Organization C was based on the size of the company and
geographical presence worldwide, as Organization Cis a global ICT leader
worldwide, they are focusing in enabling businesses and service providers to
transform their business model to be information technology as a service (ITaaS) by
adopting the cloud computing solutions. Organization C is providing an innovative
products and services and helping customers to accelerates the implementation of to
cloud computing and helping ICT departments implement and manage it in a more
agile, trusted and cost-efficient way.
Organization C was established in 1979 in USand has office in more than 80
countries and more than 59,000 employees, and work with customers around the
world, in all industries as public and private.
Organization Cdifferentiated from others by significant investment in research and
development (R&D), and acquisitions as more than $16 billion invested to acquire
new startups and companies. Organization C is supported by thousands of research
and development (R&D) employees.
In 2013, Organization Cawarded by Technology Services Industry Associationfor
service excellence and Innovation.Organization C ranks by Fortune 500 as 128. The
reported revenues in 2014 was $24.4 billion in 2014.
Regarding Organization C presence in the Gulf region, the Gulf regional office is
based in Dubai, United Arab Emirates, where they do have more than 500 employees
and they do have offices in Saudi Arabia, Qatar, Kuwait Oman and Bahrain, with
more than 2000 employees and professional implementation engineer.
Chapter (1) Research Introduction
214
Sales and PreSales Unit is the first biller of the organization, where In2011, the
company announced the new vision and strategic goals of ICT Cloud transformation
by providing state of art ICT solutions. This required more specialization and
competitive edge in the IT field to achieve this strategic objective, for that the
company launch internal trainings program to transform their Sales and PreSales to
be ready to position and execute the new strategy.
This case study is tackling only the Gulf Region offices of the Organization C, taking
in consolidation the global systems, policy, producer and tools as those are
centralized form Global HQ and customized per region.
As one of the leading ICT solutionsand services provideroffers IT solutions and
services that enable large organizations to keep up to date with the fast growing
competitive business Solutions. As technology provider with 37 years of experience
in the Gulf region, Organization C has a long, proven and excellent track record in
the Gulf Region as they stablished the business in 1990. Organization C implement
cutting-edge ICT solutions for many valued clients throughout the Gulf region.
Organization Coffered solutions help corporations and organizations to adapt to new
ICT technologies that enhance business productivity and agility to enable them to
stay ahead of the competition. Organization C delivers a comprehensive portfolio of
world class quality solutions and services in a wide range of ICT solutions that
focusing on specific industry segments including Education Technologies, Energy
and Utilities, Telecommunication, and Financial industry, Government, and retail
business.Organization C portfolio includes of core solutions for each specific
industry and ICT solutions such as EnterpriseDataCenter Solution, Infrastructure
Solutions, ICT Support Services, ICT operations and administration outsourcing,
ICT Managed Services, Cloud solution, and Converge Infrastructure.
Organization C clients are form all market sectors which involves of
telecommunication providers, Government, Banks, Financial Services, Oil& GAS,
Educational institutes, and retail.
Organization Cis recognized as a trusted ICT market leader, by providing high-
quality state of artICT solutions that enable customers to achieve businesses goal and
objectiveby focusing on ICT Transformation to implement “X as a Services”
Chapter (1) Research Introduction
215
strategy.Organization Cis focusing on the human capital as it is considered # 1 factor
to key success, for that they are employ high-caliber professionals, skilledand for that
they have commitment to deliver the required services with high quality standard.
Organization C continually develop and look for strategic partnerships with echo-
partners from ICT industry to offer end-to-end solution with seamless integration on
built form factory to ensure the integrity and after implementation support, for that
they invest in employees to be trained in order to deliver the best servicesand
solutions.
Organization Chas achieved great success in the ICT Gulf marker and considered as
one of the world-class organizations that have the vision to provide bestICT solutions
and services on a Gulf Scale, where Organization C has been recognized by different
international firm. Organization Chas strong commitment to their stakeholders,
customers, employees and vendor/partners. Also Organization C staff has been
recognized as the best calibers in the Gulf region.
In order to Organization Cto be leader and improve their market leadership and
market share, Organization C continue to have maintain high level of alliances with
echo-partners and join efforts for integration and development to offer state of art
with seamless integration. Organization Cinvestment heavily in people as they
launched different center of excellence across the globe and they are offering
intensive training programs for the staff as mandatory and optional. Also they do
have fresh graduated students as associate engineers to be and trained and to be ready
for the market.
Organization Cteam includes best IT people in the ICT industry that certified and
recognized from different ICT firms, and they do have deep understanding of what
the world class solution and services that can be help corporations to havecompetitive
edge to provide world class ICT services.
At Organization C, well-defined internal processes and business practices that are
developed and implemented and have been certified in accordance with
internationally recognized firms:
- ISO 9001: 2008
Chapter (1) Research Introduction
216
- ISO 20000
- ITEL
- PMI Standard
- 27001: 2005 standards.
The case study with Organization Cwas conducted to validate the framework on large
organization, as key personnel of the Organization Chad participated. Where several
interviews have been conducted on semi-structure format and open questions. The
acceptance and responses form the Organization C personnel was really proactive
and positive as the framework idea attract the Organization C Management as they
are looking for continuous improvement for better market share. Interview dates with
the staff were set two weeks before the interview. The case study started with anopen
discussion about the framework idea and followed with one to one interview with
selected employees. This interview exercise was held with the top management in
the sales organization as the information and bigger picture about the company and
strategic direction is more informative with them. Different documents have been
reviewed with the employees such as the Bid process, Sales Process, Training
process and internal memos related to sales and presales. More than 20 discussion
sessions have been conducted. The interviewees for the study, Sales Director, Head
of PreSales, Bid Officer, Account Manager, Technical Engineer, HR Manager and
Project Manager.
According to the Organization C management, state of art and competitive solution
positing in ICT market requires new skills, new way of business rethinking and
position, procedure, business needs, and new way of presenting ICT technologies
with integration with echo-partners.
This including specific training plan for Organization C team member during specific
period of time with collaboration with internal business units as part of the training
is mandatory. Nonetheless, the company faced difficulties in transforming the
conventional team member to adopt the technology trend and to be trained on it to
have competitive edge in the ICT Market in Gulf Region. As most of the new tender
Chapter (1) Research Introduction
217
in the market the clients are focusing on the new ICT trends and technologies and
the employees need to be ready to present and response to bid.
The Organization C recognizes the importance of its employee’s effective
communication and collaboration during the biding and solution building stage to
build the comprehensive response and provide them with the necessary tools for
effective communication and collaboration, where Organization C invested in
different tools to enhance the internal communication and
collaboration.Organization Crealized the importance of the IT tools to support the
bidding process and they fully adopt and invest on tools for that purpose.
The Organization CSales Organization has regular review of the Sales progress as
they do have documented sale policy and procedures and Sales Management
arealways committed to continuously improve the Sales Process and developing
strategies to attract and retain a high qualified employees and encourage continual
professional training and education through the development ofemployees and
organizational culture.
The following section addresses each area and criteria of the frameworkmodel within
the context of Organization C.
7.5.2 Analysis and Discussion
7.5.2.1 People
7.5.2.1.1 Staffing
As the organization structure is well defined the observation was the
staffing process is well defined.
Skills Matrix within each business unit has been identified and will
linked to staffing process.
Chapter (1) Research Introduction
218
Any gap in the organization form staffing and head count is identified
quickly by HR Unit and Business unit.
HR has strong selection, screening and identification process.
The recruitment process has been identified, written and implemented,
and linked to Skills and competencies.
Staff members can be dedicated per sector or shared resources
(Locally and Globally).
Recruitment process is defined and well implemented by all business
units and Managers head and Job position requester.
The organization structure is well defined and docuemented and each
positing has accurate job function to be integrated with the structure.
Key positions, like Sales Back Office Manager/Bid officers are exist
and hired where those job function adding big value to the bidding
process, and affecting the bidding process and the quality of the work.
Sales Back Office is one of the most important unit andskills is that
critical in the bid process, staffing and skills screening has been
identified by HR unit.
Sales Manager in the organization C had clear system to follow for
Skills screening, the observation was that screening process is well
documented and automated through the HR System.
It was observed that the hiring, selection, short listing processes need
unit head director.
Chapter (1) Research Introduction
219
It was observed that the company realized the need to hire skilled staff
to provide competitive ICT solution. Top Management worked with
HR for improving their human capital. By not focusing only on
training existing staff and improving the learning curve, the company
start hiring the best brains in the industry to and injecting new blood
within the organization.
The company is planning to expand their IT Department by
employing more technical staff, particularly the systems analyst,
business analyst, and programmer.
• The results of Staffing analysis are as follows:
Staffing
Status Existing Target Gap
Maturity Level 4 5 5
7.5.2.1.2 Training and Education
The training programs conducted throughout the organization
including all branches in the Gulf region, and open to all staff.
The observation was the training topic always aligned with company
strategy.
Chapter (1) Research Introduction
220
Part of the must attend training for all staff are the training related to
the internal communication system and tool. Also the training related
to specific producers.
Technical Team has Quarterly Must Technical Training and they have
to pass the assessment exam.
All staff should pass the must attend trainings assessment and it is
linked to appraisal system. in order to get the advanced level.
There is specific IT training conducted to improve staff IT skills
especially how is working on the Sales back office, where the team in
the Sales expected to have basic IT Skills and more administration
Skills.
Organization Chad dedicatedTraining unit to suggest, coordinate and
implement thetraining courses to new staff, as well the existing staff.
The Training Unit is maintaining the attendees and the progress of
each attendee.
The training provided, online training, workshops, technical training,
and soft skills training.
Training is classified form ad-hoc/basic up to technical and executive
training for top management.
Training progress and achievement is maintained online and reported
to HR and Unit.
Presales team usually looking for specialty training topics as those
training is mandatory for them and assigned by unit manager for the
Chapter (1) Research Introduction
221
specialty program to be taken, which will keep the organization on the
competitive edge in from technical capabilities in the ICT Market.
The Training policy allowing the technical staff for external training
(outside the organization) to improve their skills and competencies.
It is important to the company to make sure that the technical staff and
bidding committee are well trained and educated from Technical and
Soft Skills and familiar with the biding process and biding stages. The
staff provided with on-job training, instructor based training and on-
site coaching.
HR is communicating and collaborate with the internal training unit to
ensure the training offered to staff are aligned with employee job
discerption.
The training programmers conducted cover all required areas
including ICT, management, communication, and leadership.
It was observed that the organization realized the importance of on-
going training and staff development, Top Management worked with
HR and Training Unit for improving their human assets, where they
do have Education Tube (videos) for on demand access anytime
anywhere.
• The results of Training and Education analysis are as follows:
Training and Education
Status Existing Target Gap
Chapter (1) Research Introduction
222
Maturity Level 4 5 5
7.5.2.1.3 Competency and Skills
It was observed that the technical employees take following the online
HR system to improve their own skills and competencies with
discussing it with their line manager and HR, also linked with
educational center.
HR Unit with coordination with Quality office and Legal office
sending for all employees must attend training and about Information
Security.
To Education Center address skills gap and competencies for each
employee, the company perform continuous training sessions to
reduce the gap and enhance the organizational staff competencies.
It was clearly observed that admin staff are gained basic IT skills and
provided with required trainings to support.
It was observed that the organization realized the need for competency
and skills to come with competitive solutions and have excellent edge
in the market.
The company focusing during the new hire on the skilled people where
the company is looking to build the attractive environment to ensure
that their business objectives are achieved.
Chapter (1) Research Introduction
223
Staff competency and skills are essential for selection and at employee
evaluation.
Part of the annual increments and incentives are provided to staff based
on competency and skills. The organization is committed to
continuously having the organization strategyfocus on attract high-
skilled staff and encourage continues training.
The Bid Team, presales, does have required skills in dealing with
technology area in the Bid which create real issues
Project Management Office Team had great skills and competencies
to deal with project management and planning for small and complex
projects.
It was observed that Organization C does have enough
support/alignment from/with the Marketing team withgo-to-market
strategy and all required technology Skills and Training, and
Education Center is working on providing the required online training
withalignment business.
It was observed that the there was also a clear business analysis for
skills which is essential in the bidding process.
Project Managerwho is engaged with the bidding process has project
management skills and the experience needed for solution
development.
PreSales and Sales Back office acquired skills and confidence for bid
participation.
Chapter (1) Research Introduction
224
The required skills identified by the Training Manager to participate
in the bid in three areas:
o basic skills for analysis the bid including essential analysis
and define the business requirements skills.
o skills to provide technical and competitive solution.
o Project Management Skills
Integration of key technical and soft skills is the key initiative by
Training Center and to be integrated with HR.
The results of Competency and Skills analysis is as follows:
Competency and Skills
Status Existing Target Gap
Maturity Level 5 5 -
7.5.2.2 Process:
7.5.2.2.1 Policy/Procedure
It is observed that the Organization C has centralization of the policy
and producers to have better control, consistency and management.
Currently, all policy and producers controlled from US office. The
approvals for any request is coming locally form the line manager.
It is clearly observed form the assessment that the HQ is following up
about the policy and producer’s enforcement and reporting.
Chapter (1) Research Introduction
225
Top management is expected that all employees are practicing and
implementing the policy and producers and following-up on that
through reporting tools and training provided online about policies and
producers.
Policy and producers is controlled and managed by Quality and legal
office and enforced by Business Unit Manager.
Every time new bid the organization participating it, the PreSales is
managing it and trying to enforce the policy and producers for bid
process.
It is observed that there is consistency in implementing the policy and
producers related to the biding process, as there is ownership and
accurate following for the policy and producers related to the bidding
process.
Sales Manager and PreSales Manager were able to ensure quality and
consistency of the policy and producers implementation.
Policies and procedures for managing bid throughout the company are
identified and improved based on experience with similar projects and
by providing the feedback form PreSales and Sales Manager to Quality
office within the organization.
The outcome of the bid process is predictable at any time, as there are
clear Policies and procedures to be followedand implementing it is
monitored and reported.
Chapter (1) Research Introduction
226
The power of Centralized office to manage the bids in the organization
even with existence of policy and producers affect the biding process.
The sales and presales business units in the organization have clear
policy and procedure to manage any bid.
There is a procedure to be followed when the bid is distributed to the
right team:
o Bid Analysis
o Define bid stockholder
o Define Responsibly Matrix
o The area of the proposed Solution
(software/hardware/services)
o Proposal building Team Lead
o Project Management Team Lead
o Proposal Review
o Proposal Submission
PreSales Unit will collect the responses form the team to complain the
proposal
PreSalesUnit is defining the deadline to internal submission.
PreSales Team is shall define the solution and required service.
PreSales has centralized pool of resources across the EMEA region
working within clear procedure to destitute the load and as per the
solution required.
Chapter (1) Research Introduction
227
There is clear policy for ICT Services shall be include it in the
proposal, by defining the type of engagement and added value
services.
The role of engagement for internal team policy and producer well
defined when Sales back office distribute the bid/tender.
The role of engagement for the echo-partner’s policy and producer
well defined when Sales back office distribute the bid/tender.
The role of engagement for Top Management policy and producer well
defined and when it is required, where this lead to that the management
fast actat specific situations.
All producers documented as it more to routine and properly defined.
Clear ownership defined in the policy/producer for bid management
and defining the bid manager.
Proposal BuildingProcesses were clearly defined with documentation
Proposal Building life cycle workshops were conducted to identify all
the stages and stockholders of each stage of the lifecycle, and
documented.
The workshop held by PreSales engineer and bid Team invited to
present the analysis and to destitute the work, responsibilities and to
identify all the business procedures required to carry out at each stage.
There is a policy and procedure in theorganization regarding
communication.
The results of IT Policy/Procedureanalysis is as follows:
Chapter (1) Research Introduction
228
Policy/Procedure
Status Existing Target Gap
Maturity Level 4 5 5
7.5.2.2.2 Communication
It was clearly noticed that the organization C adopt several state of art
communication solution to enhance the communication between the
business units.
The communication with senior management always on the right time
to take the right decision.
Organization C established communication matrix with clear
responsibilities and ownership.
Bidding Team has clear understanding about the commutation matrix
and the relationship between business units.
The senior management enforce staff to utilize the communication
tools to ensure the smooth running of bidding processes.
It was observed that par to the team still communicating regarding the
bidding activities manual/verbal methods.
It is must all communication related to the bid between bid teamto be
through the bidding manager and copy him on all communication.
Chapter (1) Research Introduction
229
The communication between the echo-partners and bid manager and
presales are documented and Sales Manager always copied.
Beside the communication tools, the communications using paper
work like memos and letters and physical and online meetings was still
available.
The Top management always communicate withbid team directly for
specific bid action required through emails and meetings. The
topmanagement’s comment on and answer any question from the bid
team through email.
E-mails played a main role as a communication channel between the
organization employees and bid team.
The top management also started to express and utilize the other
communication tools and methods like video conferencing, Webex,
Skype and internal portal to motivate the employees to utilize it.
It is observed that an internal portal has been built to be:
o Centralized document Management tools
o Enhance the communication between business units
o Provide Document tracking and versioning.
o Proposal building
o RFP building
o Technical documents.
Training has been conducted for all staff members for the internal
portal and how to be utilized.
Chapter (1) Research Introduction
230
The top management is involved when it is required and requested,
and during the top management meeting with Sales and Pre Sales
Manager.
There is a policy and procedure in theorganization regarding
communicationregarding the bidding process and workflow.
There isclear internal communication strategy established within the
business units, and mostly on an ad-hoc basis based on the bid.
Participation and communication between bid team membersis
consistent and following the company procedure.
The responsibility for the communication strategy defined and
documented.
PreSales is mastering and organize the communication to:
o To improve bidding process and meet the submission
deadline.
o Improve the communication channels between business units.
o Eliminate barriers to avoid any delay in the proposal
submission or at any stage of the bidding process.
The current communication tools used are:
o Email System
o Websites (Internal Portal)
o Intranets
o Webex
o Skype
Chapter (1) Research Introduction
231
Al business units haveone communication strategy based on globe
standard across the organization, unified communication form
organization level.
The bidding team members communicating for each bid with:
o Sales Director
o Sales Manager.
o PreSalse Manager
o Account Manager
o Project Management Office
o Services Manager
o Admin Manager
o Finance Division
o PreSales Engineers
o Head of Application Development
o Support Manager
Bidding Team Members are meeting twice a week for face-to-face
update about the bid progress.
Communication; well documented and integrated within the
organization structure.
Participation in big bids is become easier based on the well-
definedprocedure as the communication well defined.
Chapter (1) Research Introduction
232
Organization C aims to improve the effectiveness of the
communication by defining the communication plan internally and
externally.
The results of Communication analysis is as follows:
Communication
Status Existing Target Gap
Maturity Level 4 5 5
7.5.2.2.3 Tools
It is clear that are several tools have been acquired by organization C
to:
o Enhance the commutation
o Document management Solution
o Support bidding process “Bid Management”
o Customer Relationship Management
o Sales Force Management.
o Proposal and RFP Builder
The tools provide great added value to the organization, such as:
o Enhance the quality of service and consistency
o Anyone at anywhere can access the bid file and participate in
the bid, communicate with the team, get the update and upload
and updated files.
Chapter (1) Research Introduction
233
o Provide high Availability for Bid Documents.
o Provide documents versioning and control.
o Get access to the standard bid templates, proposals, RFPs and
responses.
o Provide Project Management Office access to all required
projects and bids/Tenders files and documents.
o Unify and standardized the process of Bid Management
Top Management realized the importance Information Technology
(IT) within the organization to provide stable and reliable support tool
to the organization.
The IT department (as support function to the sales organization) is
acquiring the best of class and reliable tools that support the
organization sales, presales and bidding units.
Organization C implemented different tools to Manage customer’s
relationship as well and integrated with bid management and
document management system as well, where they can have better
view about customer power map then make clear decision about the
Bid/no-Bid, the tools likeCRM Application (Salesforce).
Different communication tools are introduced and staff has been
trained on it to enhance the bidding process within the organization.
Bid Management collaboration tool introduced among the
organization employees, the utilization of the tool is high and showing
Chapter (1) Research Introduction
234
the staff awareness and welling to provide the best of class solution
and bid submission.
There is performance management and monitoring solution for the
status of the bid status, bid work progress and result.
Everyone has their own workspace onlineand can shareinformation
with any employee within the organization. All the documents were
saved in stafflaptops and had automatic backup and automatic
synchronization on cloud storage for anytime anywhere access.
The results of Tools analysis is as follows:
Tools
Status Existing Target Gap
Maturity Level 4 5 5
7.5.2.3 Environment/Culture
7.5.2.3.1 Top Management
The Top management of the organization Cestablished a strategic
thinking group of Sales and Presales to review and enhance the bidding
process.
Top Management established group to review over all organization
performance, business plan, resources needed, policies, producers,
Chapter (1) Research Introduction
235
staff, training, tools, development, equipment, and identifying
opportunities, weakness and risks to the organization business.
Senior Managers are responsible for defining the business needs, gap
and solutions.
HR Management got awarded twice form Board Members for
excellent performance and effort to retain the existing employees and
for developing the human capital with coordination with the training
unit.
The top management are heavily depended on the vendor by building
strategic relationship with them to better support during the
tenders/bids.
Top Management had great alignment with vendors to ensure win-win
situation form performing the strategic vision and goal for the
organization and vendor.
The observation was that the top management strategic thinking and
planning are as follows:
o Directions are defined by The Executive Board Members.
o Then it is implemented Top - Down.
o Not always Executive Board Member consult with 2nd
Management Layer, Sales Manager, PreSales Manager and
Admin Manager.
o 2nd Management Layer is working on the strategic plan to
make it reality.
Chapter (1) Research Introduction
236
Annual increments, and incentives are provided to employees on the basis of
their performance, winning bids, achievements. Attractive incentives are
important form Top Management and HR to retain highly qualified
employees.
Top Management not in regular bases meeting the 2nd Management to
review the bid progress and performance.
Top Management just started to review the organization structure to have
better alignment with business strategy and framework to have better
competitive edge in the ICT Market. This framework presented by the top
management shall enhance the communication and alignment between the
business units.
The new framework 2017/2018 will be implemented and it is
including organization restructuring.
Top Management has good visibility about bid participation and
analysis.
Board Members relation with echo-partner storage and effective where
they do have effective communication plan or business review session
between them, this is affecting the Bid Process when it will reach
proposal closing form financial point of view.
The Top management and 2ndManagement layer of the organization is
participating on the mega bid to take strategic direction and
influencing the proposal submission.
Chapter (1) Research Introduction
237
Top Management with 2nd Management layer is focusing on three
main areas within the new framework global competition; competitive
advantage and business process improvement
The results of Management analysis is as follows:
Top Management
Status Existing Target Gap
Maturity Level 4 5 5
7.5.2.3.2 Structure:
Responsibility is clear and well defined for bid/tender process as the
organizational structure is clear and roles and responsibilities are
defined.
The IT Unit was defined with the integration with other organizational
structure facilitate a lot of systems and tools for bid process.
It is observed how IT unit is effective and provide key logistics and
support for the organization and among the geographical office and
locations.
It is observed form reviewing the organizational structure that the
Sales Back office business functionally is not exist where the PreSales
Unit is handling the responsibility for Bid Management with
coordination with Sales Unit.
Chapter (1) Research Introduction
238
The role and responsibility of the Sales back office are carried out by
PreSales unit, which add more workload on the PreSales team and this
affecting the quality of work and employee’s performance, and for
avoid negative affect, PreSales not allowed to handle extra task that
beyond his capabilities.
The awareness of the importance of employee’s involvement of
evaluating and enhancing the internal process is increasing among the
senior management.
Only selected senior employees form Sales, PreSales and adminare
consulted to give an ideas and feedback to enhance the existing
processes and producers.
Members of the steering committee consist of over twenty staff
ranging through all levels, spreads of skills and aptitudes, and from all
offices (including the partners to administrative staff) of the practice.
PreSales and Sales Unit are well organized and managed as the
organization structure are well defined and communication plan and
integration also well defined, there is lacking of implementation and
following the policy and producers form employees.
There is proper integration/alignment between Administration, Sales
Team and PreSales Team, which lead to focus and control of the Bid
process.
Business units (PreSales and Sales) within the organization has
common understanding and agreed procedure for bidprocess
Chapter (1) Research Introduction
239
participation and clear roles and responsibility, but this integration not
documented.
The results of Structure analysis is as follows:
Structure
Status Existing Target Gap
Maturity Level 3 5 4,5
7.5.2.3.3 OrganizationCulture
The relationship between business units were improved by enhancing
the communication in terms of solving the problems during the
bidding process.
There was no gap between the two main groups in the bidding process;
Presales and service business unit, where service catalog has been
developed and services are injected in the proposedsolution during the
bidding process.
Everyone had same way in managing information related to the bid
and used a same approach in performing bid tasks as the policies,
procedures and process have been identified and standardized.
The decision of bid actionnever take time, where it shared, presented
and communicated to all bid team using the tools provided by the
organization.
Chapter (1) Research Introduction
240
The process also depended solely on individual efforts and
participation
The possibility of document loss was extremely low due to
organizational culture of sharing the bid files online.
Unauthorized employees will not able were able to take confidential
documents without prior request and the tools is monitored to know
who access what.
Employees over all welling to perform other unit job in the PreSales
Unit and this create big advantage of workload sharing and affecting
the performance positivity during the biding process.
The top management always involving staff in the continues
improvement process.
The practice also encourages more user participation in IT system
development in the future.
Each of business units had their own way of managing bid and
following specific standard which lead to consistent work process and
affect positivity the quality of the work.
Employee’s attitude in each business units when working on same bid
are welling to collaborate effectively, PreSales/bid Manager is not
facing any issues on getting team working together and to work to
word successful closing of the bid. As this element in affecting the
overall performance of the bid process.
Chapter (1) Research Introduction
241
Data and information sharing/ collaboration is one of the core culture
exists
The results of Culture analysis is as follows:
Culture
Status Existing Target Gap
Maturity Level 4 5 5
7.5.3 Summary and Findings
It is identified that the overall of bidding process based on the
proposed framework was in excellent stages, where overall it well
defined and documented across different areas and criteria. Definitely
there are work can be done to improve the bidding process in order to
maximize the agility and enhance the biding process to achieve the
company strategic goal and objective by having competitive solution
and state of art offers.
It is clear from the assessment the interlink between the framework
areas and criteria, which is building complete matrix to enhance the
overall organization bidding process maturity.
The framework gives clear guidance and roadmap to the top
management for the next step to enhance the organization bidding
Chapter (1) Research Introduction
242
maturity level, and help the internal committees of reviewing the
existing processes to have continuers improvement framework.
After the assessment, it is clear that each of the business units such as
Administration, Sales, presales etc. are following standard processes
for managing Bidding. This due to the organizational culture to unify
the employee’s efforts and collaboration.
Organization C has an excellent structure of Sales and PreSales
business unit. Although, the missing of the Sales Back office, this
never affect the bid process and have been solved by more integration
between both business units to replace the functionality of the Sales
Back office, by to enhance the communication and business
alignment, the major advantage of the well organizational structuring
is the integration with other business units.
There are a lot of work have been done on the policy and procedures
documentation, communication and implementation across all
business units to unify the effort and procedures, which helps to
standardize the bidding process and define the expected outcome form
the it.
It observed that the Board Members involved with senior Management
layer during the bidding process. Also have more engagement with
echo-partner management to support the Sales Unit during the bidding
process.
Chapter (1) Research Introduction
243
There was a policy and procedure for communication and different
tools have been implemented. The communication was effective and
there is no moresteps can be done to enhance it and to be more agile.
Definitely there are work is needed to be done bye organization C to
improve the maturity and reduce the gap as per the proposed
framework for achieving their business objectives, particularly in the
area of process, user involvement and organizational behavior.
Overall processes for the proposed framework are (level 4) this is
excellent indicationabout the readiness of the the organization C and
management effort the build effective organizational culture and
implementing tools and systems to enhance the communication and
collaboration between team member to support the bidding process.
The summary of the assessment of organization B according to the
proposed framework model can be found in Table (2)
MATURITY LEVELS
Level (1)
Initial
Level (2)
Structured
and
Repeatable
Level (3)
Defined
Level (4)
Managed
Level (5)
Optimizing
Pe
op
le
Staffing
Training & Career
development
Competencies & Skills
Chapter (1) Research Introduction
244
Pro
cess
Policy/Procedure
Communication
Tools
Enviro
nm
ent
Management
Structure
Culture
Chapter (1) Research Introduction
245
7.6 Cross Case Studies Analysis
The researcher has analyzed the case studies of the chosen organizations of Gulf
Region to compare the results and find the similarities or differences in between
them. Depending on that, the framework has to be developed that would fit the
bidding process of the organization. Eisenhardt (1989) recommended that case study
analysis has been chosen as an appropriate research strategy to compare and analyze
the case study consequences as per the research needs. The present study has been
developed in the light of that to meet the research questions. The researcher has
selected three case studies to complete this research work. The main aim of
developing this is to find out the results based on the maturity framework of bidding
process in the IT firms of Gulf region.
1. From the case studies, the researcher has been able to suggest that the
right staffing process along with the implementation and adaption is
essential to recruit the right employees. The evidence in terms of
supporting the value added in context to the bidding process and quality
work has been gathered to ensure maturity of the outcome. The cases have
depicted the success level of the organizations in terms of annual
revenues that they gathered from the market. The wrong staffing may
deviate the expectations of the organizations related to the case studies.
2. From another case study, it has been suggested that the company that
focuses on the training and career development of their employees holds
the stronger position in the market. It also shows effective results in
developing the maturity framework of the bidding process. The main
asset of the organization is the human capital along with the knowledge.
The knowledge gathered from training, experience and education
provides a chance in the bid analysis process and developing the
framework for bidding process.
Chapter (1) Research Introduction
246
3. The case studies have also helped in analyzing the skills and
competencies of the staffs. This has helped to evaluate that the skills and
competencies of the clients are necessary to develop a quality marturity
framework on the bidding process. The employees need to have both soft
and technical skills to meet the criteria in developing the framework. The
following case study has helped in developing the link between the
proposed framework while highlighting the importance of developing the
skills of the staffs. This would ensure to understand the impact of the
bidding process in IT firms.
4. The case studies have highlighted the significance of the policies and
procedures related to the internal process of the bidding process to
develop a maturity framework as per the requirements. It has been
analysed from the cases that the organizations are developing policies,
procedures, documentation and implementation to create an agile and
systematic bidding process.
5. Communication can be considered as one of the essential factors to
achieve greater results on the basis of bidding process in the selected
organizations. There is a need of developing the collaboration and
communication between the different business units to enhance the right
collaboration and communication tools. The disconnections need to be
removed while the management should be allowed to take actions and
decisions on the right time. It has been observed from the case studies that
with the development of proper communication in between the business
units, the organizations can submit the bid timely along with a
competitive solution.
6. It can be recommended that the organizations implementing, adopting
and utilizing the tools to support the decision making process and enhance
the internal processes gain the fruitful results. This also facilitates them
to collaborate between the bidding team and develop a matured bidding
process in the IT firms. The case studies utilized in the study emphasize
Chapter (1) Research Introduction
247
on measuring the usefulness of the tools in supporting and enhancing the
bidding process.
7. It is necessary for every firms to implement the idea of organizational
management and top managenet in order to make an impact on the
development of the maturity framework of bidding process. This is
because by executing the management strategy, the firms can enhance
their ability of taking strategic decisions and supporting the
organizational changes. Besides that, it also enforces the policies and
procedures and facilitates the partnership with the vendors engaged in the
bidding process.
8. Further it has been analysed from the case studies that the organizational
structure also makes an impact on the development of the bidding
process. Other than that, the relationship between the communication
direction, business units, management reporting and the existence of the
business units also makes an impact on the development of the bidding
process. Henceforth, it can be mentioned that an effective organizational
structure should have a clear communication technique, business units
and management reporting in order to develop a successful framework.
Thus, with the proper development of the organizational structure, the
firms can implement the policies and procedures supporting the bidding
process.
9. After analyzing the case studies, it has been found that organizational
behavior and culture are the key drivers in developing the bidding
process, but, it differs from one organization to another. But, culture can
be an obstacle for the bidding process since the IT firms can find
restrictions in terms of implementing a new process without following the
corporate policies and procedures. Thus, it is necessary to consider the
following factors while developing the bidding process.
Chapter (1) Research Introduction
248
Chapter (1) Research Introduction
249
Chapter 8: Conclusion and recommendations
Conclusion:
After coming at the end of the study, it can be inferred that the successful IT Firms (from
successful winning bids)as observed are not anordinary organization form level of internal
readiness and implementation of supporting tool to facilitate the communication and
working process form different perspective and especially when it will come to the bidding
process. Successful IT Firms has started to develop the existing HR Unit by setting up
policies and procedures related to HR hiring and focusing on employee’s skills during the
selections process. Where they are looking to hire caliber and talented new employees. HR
has effective roll on building the bidding team and focusing on their skills.
IT firms at their beginning stage (which rated between level one and level two
according the developed framework) focusing on having one or two calibers form technical
side (PreSales) and not focusing on the administration and other business unit. As they
believe that the (PreSales) can do it alone or drive it. Where in the reality the PreSales can
start the process and will end overload as the PreSales will be doing multitasks which will
affect the quality of that work.
Its observed that IT Firms hiring subject matter expert (SME) on specific technical
field and alone with the SMEthey are hiring 3-4 junior and fresh graduated. The junior team
will be supervised, mentored and training by the SME or the organization processes and
procedures, where part of it the bidding process and how can the organization reaching the
excellence. This is good strategy of accelerating the IT Firm learning curve within the
bidding process and has positive impact from financial point of view. This will lead to
organization transformation from skills and expertise during the bid process.
As per the interviews, in many cases in certain point of time, the organization has big
volume of bids/tenders to be submitted at the same time by the organization for different
customers. This big volume of bids/tenders guaranteed huge volume and critical process to
run at same time during the bidding stage to manage the submission at same period of time.
Chapter (1) Research Introduction
250
In this situation, if the organization has no clear process and procedures to manage this
situation, it will have big effect on quality of the bid, organization performance, and financial
impact.
Successful IT Firm bidder observed are not only having expert staff in technology, but
they are also focusing on the internal process, other business unit support bidding process,
tools and technology to support the internal and external communication to support the
bidding process and focusing on the organizational culture. They invest in systems, tools,
applications that supporting the bidding process, like communication tools, CRM, Internal
Portal, Document Archiving Solution …etc.
Selection of right tools, application and technology is a new finding from the case
studies. In the literatures did not went in details about the tool and the importance of having
reliability and continuity, especially when the organization distributed across geographical
areas and has centralized resources and IT. For that the selection of the tools and application
shall consider this point of business continuity and high availability. The tools and
application is supporting technology for bidding process to accelerate the agility and
maturity achievement within the organization. The measurement not for the tool selection,
the measurement will be for tool usage and effectiveness of the tool and how the tools is
supporting the bidding process.
Implementing new strategy for bidding process requires a new organizational change, as it
will require new investment, planning and implementing now tools and systems, which mean
financial planning.
The case studies also presented the relationship between proposed framework areas and
criteria. For adopting better bidding process and strategies a better integration required
between People, Structure and Environment and their criteria, where better integration
between proposed framework areas and criteria lead for better results and organizational
excellence. After coming at the end of the study and gathering all the findings, it can be
concluded that maturity framework for the IT firms can enhance their bidding process.
Areas to be considered during framework development and improvement:
Chapter (1) Research Introduction
251
Form the case studies and analysis, there are different aspects can be considered to enhance
the framework and enrich it to enhance the maturity level and have accurate evaluation and
implementation for the framework, also this will enhance the 360 view of the framework.
1. Add “Bid Ownership” Criteriaunder Process Area, as it has impact on:
a. Team Structure
b. Communication plan
c. Organizational Structure
2. Add “Financial” Criteria under the Process Area:
a. To evaluate the effectiveness of the implemented bidding process for
financial point view.
b. Measure the successful rate of the winning bids
3. Add “Geographical Structure” Criteria under the “Environment and Culture” Area.
a. To evaluate the team work effectiveness.
b. To evaluate the centralization and decartelization of the tools
c. To evaluate different cultures.
4. Enhance the evaluation points across each area and criteria, to reform them and
adding more points to be tested by going in to more details and document them
5. To build flow chart explaining the relation, direct and indirect effect and relationship
between the areas and criteria.
6. Automate the evaluation and the framework by utilizing tools to enter feedback and
rating for each process/area/criteria to have the evaluation with suggested
recommendation automaticity on systematic and consistent methodology using the
technology.
7. Add “Knowledge Management and Sharing” to be added under “Process”:
a. Measure the organizational lessons learned from the previous bids.
b. Measure the effectiveness and utilization of the internal tools and technology
implemented.
By considering the above mentioned areas, the IT firms can develop a successful maturity
framework of Bidding process.
Recommendations:
Chapter (1) Research Introduction
252
The researcher has deduced the following recommendations as per the study. The
organizations should concentrate on employee training and development. Employees
Training and Development, one of the key motivation within the organizations from two
point of views, first to enhance the employee knowledge by teaching him new area and
adding new expertise, and this reflected positively on the organization and his job. Second
point, employee training is motivating and encourage the staff to provide the best solutions
from technical point of view. Its observed during the interviews that staff looking for
development to enrich their knowledge, feeling belong to the organization, see the career
development. Knowledgeable staff has positive impact during the biding process, where they
are thinking out of the box and looking for comparative advantages from technical point of
view.
Employee Skills, another key point as been observed within successful IT Firm in the
bidding process. Focusing on communication, leadership, taking the ownership, team work,
hardworking and bid management are key skills make difference when it will come to the
bidding process and how effective the staff is dealing with tender/bid.
Organization structure is also important. More successful IT Firms are the one well
organized and have clear structure and functional unit and the relationship between them
well defined. It is important form begging to identify the organization aim and objective and
build the organizational structure that can be considered as one of key success factor of that
organization and support the bidding process.
As it has been observed Organization leadership is one of the effective factors within
the IT firm during the bidding process in all levels, bidding process requires a fundamental
and significant change from a traditional way of bidding process (bidding to fulfil the
bidding process only without focusing on the result) to systematic building process towards
an excellence in the bidding process and to have great impact on the financial and successful
rate of the organization in the market.
As observed in the case studies, strong vision and objectives for the organization with
corporate support and motivation on all levels to lead the change within the organization is
really important. Strong leadership characteristic is important to deal with cultural issues,
internal resistance to collaborate, communicate and exchange information between
Chapter (1) Research Introduction
253
employees and business units to word successful bidding. Also to deal with internal
resistance of implementing the new policies and procedures. This has great indication that
the top management leadership and decisions are extremely important to implement and
ensure the successful bidding process.The leadership will ensurethat the business units are
moving and implementing the organization vision and goals.
Continuous improvement is another important factor where case studieshighlight the
continuous improvement with great leadership and staff motivation during the bidding
process to achieve better maturity level and more agility. Continuous improvement is an
ongoing effort to improve the bidding services and processes from all levels and business
units, by seeking incremental improvements in all areas and criteria.
Chapter (1) Research Introduction
254
REFERENCES
References
256
References:
Aadamsoo.A (2010), Web Based Project Management System, Retrieved On: 13th Dec 2014,
Aaron, J. S. and James, J. Improving PM: Linking Success Criteria to Project Type. Center for the
Development of Technological Leadership, University of Minnesota, Vancouver, 2000.
Abbasi, Y. G. & Al-Mharmah (2000) ‘Project management practice by the public sector in a
developing country’ International Journal of Project Management, 18(3), pp105-109
Abdul-Rahman, H., Asef, A., Alashwal, A. M., & Loo, S. C (2013), A Conceptual Model of the
Relationship between Risk Management Maturity and Organizational Learning,
International Journal of e-Education, e-Business, e-Management and e-Learning, Vol. 3,
No. 1, pp 43-45.
Adelakun, O (2003), "IT outsourcing maturity model", De Paul University, USA.
Ahadzi.M and Bowles.G (2004), “PPP and Contract Negotiations: an Empirical Study,
Construction Management and Economics.
Ahlemann, F., 2009. Towards a conceptual reference model for project management information
systems. International Journal of Project Management, 27(1), pp.19-30.
Alaghbandrad A, April A, Forgues D and Leonard M (2015), BIM MATURITY ASSESSMENT
AND CERTIFICATION IN CONSTRUCTION PROJECT TEAM SELECTION, 5th
International/11th Construction Specialty Conference, Vancouver.Beynon Jr, D. R. (2007).
Interpreting capability maturity model integration (CMMI) for business development
organizations in the government and industrial business sectors, 7 Carnegie Mellon
University, Hanscom.
Alexandrova.M and Ivanova.L (2008), Critical Success Factors of Project Management, 9th
International ASECU Conference on Systematic Economic Crisis: Current Issues and
Perspectives.
Al-Qutaish, R. E., & Abran, A. (2011). A maturity model of software product quality. Journal of
Research and Practice in Information Technology, 43(4),pp 307.
Andersen, E. S., & Jessen, S. A. (2003). Project maturity in organisations.International journal of
project management, 21(6), 457-461.
Andersen, E. S., Dyrhaug, Q. X., & Jessen, S. A. (2002). Evaluation of Chinese projects and
comparison with Norwegian projects. International Journal of Project Management, 20(8),
601–609.
Apostolou, D. and Mentzas, G., 2003. Experiences from knowledge management implementations
in companies of the software sector. Business Process Management Journal, 9(3), pp.354-
381.
References
257
April, A., Huffman Hayes, J., Abran, A., & Dumke, R. (2005). Software Maintenance Maturity
Model (SMmm): the software maintenance process model. Journal of Software
Maintenance and Evolution: Research and Practice,17(3), 197-223.
Aubry, M., Hobbs, B., & Thuillier, D. (2007). A new framework for understanding organisational
project management through the PMO.International journal of project management, 25(4),
328-336.
Babbie, E. R. 2007. The basics of social research (4th ed.). Australia: Thomson/Wadsworth. 576
pages. ISBN: 0495094684.
Baccarini, D. (1999). The Logical Framework Method for Defining Project Success. Project
Management Journal,30(4), 25–31
Backlund, F., Chronéer, D., & Sundqvist, E. (2014). Project Management Maturity Models–A
Critical Review: A Case Study within Swedish Engineering and Construction
Organizations. Procedia-Social and Behavioral Sciences,119, 837-846.
Barclay, W., 2000. New Testament Words. Westminster John Knox Press.
Bârgăoanu, A (2006).: Project management–premise for macroeconomic development. In:
Management & Marketing, No. 3, 56--68
Bay A F and Skitmore M (2006) Project management maturity: some results from
Indonesia. Journal of Building and Construction Management, 10, pp. 1-5.
Bayer, S., & Gann, D. (2006). Balancing work: bidding strategies and workload dynamics in a
project‐based professional service organisation. System Dynamics Review, 22(3), 185-
211.
Bell DeTienne, K. and Jackson, L.A., 2001. Knowledge management: understanding theory and
developing strategy. Competitiveness Review: An International Business Journal, 11(1),
pp.1-11.
Beset A (2007), A Model for Assessing Project Management Maturity Level of Architectural
Design Offices ARCH-PMM, Izmir Institute of Technology: Architecture—Thesis.
Besner.C and Hobbs.B (2009), An Empirical Investigation of PM practice, PMI.
Bingham, G., D. Kay, and R. Murray. (1997). Project critical success factors and test schedule,
Retrieved On: 13th Dec 2014.
BN Products (2015), Project Bidding Guide: Are You Bidding on your construction projects the
right way? Available at http://www.bnproducts.com/blog/project-bidding-guide-bidding-
construction-projects-right-way/, accessed on 5th May 2015.
References
258
Bonghez.S, Radu.L and Grigoroiu.A (2012), Implementing Project Management as a Business
Development Strategy in Medium Sized Companies, International Conference on
Technology and Management, Lecture notes in information technology.
Bostock, Stephen. 2005. Review of Doing research in the real world by David E. Gray. Nurse
Researcher 12:90.
Bradley, J.H., Paul, R. and Seeman, E., 2006. Analyzing the structure of expert knowledge.
Information & management, 43(1), pp.77-91.
Brady, Mary. 2008. Review of The good research guide for small-scale social research projects,
by Martyn Denscombe. Nurse Researcher, 15,2: 88.
Brookes, N and Clark, R. (2009), Using maturity models to improve project management practice.
In POMS 20th Annual Conference, Florida USA.
Brosh M. Teucher (2012), The Impact of Organizational Culture Differences on Bidder and Target
Companies’ Share Values following Merger Announcement: Evidence from a Stock
Market Perspective, inSydney Finkelstein, Cary L. Cooper (ed.) Advances in Mergers and
Acquisitions (Advances in Mergers and Acquisitions, Volume 11) Emerald Group
Publishing Limited, pp.89 – 122
Bryman A, Stephen, M and Campo C (1996), The Importance of Context: Qualitative Research
and the Study of Leadership. Leadership Quarterly, 7(3), 353-370.
Buisman.J and Wohlin.C (2003), Using Game Theory to study bidding for software projects,
Proceedings EASE Empirical Assessment and Evaluation in Software Engineering.
Campbell H (2012), Organizational Change Management Maturity, Change Management Institute
Inc.
Capacity Mechanisms Work Group (2015), DESIGNING A COMPETITIVE BIDDING
PROCESS, AND ENSURING COMPETITION BETWEEN NEW AND EXISTING
CAPACITY, Available at
http://ec.europa.eu/competition/sectors/energy/capacity_mechanisms_working_group_10
.pdf, accessed on 5th May 2015.
Carcary M (2013), “IT Risk Management: A Capability Maturity Model” The Electronic Journal
Information Systems Evaluation Volume 16 Issue 1, pp 3-13.
Carlos C R (2008), Uniformity Of The Organizational Culture Variable And The Project
Management Institute (PMI®) Organizational Project Management Maturity Model
Knowledge Foundation, Project Management Institute.
Carlos C R (2012), Uniformity of Organizational culture with organizational project management
maturity model an exploratory investigation, Capella University, pp 130.
References
259
Chilisa B and Preece J (2005), Research Methods for Adult Educators in Africa, UNESCO, South
Africa, p 171.
Ching-Torng Lin and Ying-Te (2003), Bid/no-bid decision-making - a fuzzy linguistic approach,
Chen Department of Accounting, Providence University, Taichung, Taiwan, ROC.
Chouhan, R., & Mathur, R. (2012). Role of Software Quality Assurance in Capability Maturity
Model Integration. International Journal of Advanced Research in Computer Engineering
& Technology (IJARCET), 1(6), pp-70.
Christoph, A. J., & Konrad, S. (2014). Project Complexity as an Influence Factor on the Balance
of Costs and Benefits in Project Management Maturity Modeling. Procedia-Social and
Behavioral Sciences, 119, 162-171.
Chua, D., and Li, D. (2000). "Key factors in bid reasoning model". Journal of Construction
Engineering and Management, 126 (5), 349-357.
Clackworthy S (2010), Management of Value, The Stationery Office, Ireland.
Clancy (1995), T.The Standish Group Report, Chaos report
Cognizant (2012), A Case for Developing Project Manager Scorecards, Cognizant White Paper.
Colomo-Palacios, R., Ruano-Mayoral, M., Gómez-Berbís, J. M., & García-Crespo, Á. (2007).
Competency Assessment: Integrating COCOMO II and People-CMM for estimation
improvement. CLEI.
Constantinescu, R., & Iacob, I. M. (2007). Capability maturity model integration. Journal of
Applied Quantitative Methods, 2(1), 187.
Cooke-Davies and Arzymanow.A (2003), The Maturity of Project Management Indifferent
Industries: An Investigation into variations between project management models. IJPM,
21(6), 471-478
Cooke-Davies, T. (2002). “The "Real" Success Factors on Projects.” International Journal of
Project Management. 20(3): 185-190.
Coscia, E., Nicolodi, S., Doyle, R., Slade, A., Ginty, K., Shamsi, T. A., ... & Chrissohoos, P. M.
(2000). The E-NTRY Web-based E-commerce Platform: an advanced infrastructure
supporting Tendering, Bidding and Contract Negotiation. In Proceedings of the E-Business
and E-Work conference, Madrid.
Couzens et al (1996), A Decision Support System for Construction Contract Bidding Adjudication,
Civil Engineering System.
Crocetti, C., 2001. Corporate learning: A knowledge management perspective. The Internet and
higher education, 4(3), pp.271-285.
References
260
Crowston, K., & Qin, J. (2010). A capability maturity model for scientific data
management. Proceedings of the American Society for Information Science and
Technology, 47(1), 1-2.
Crowther D and Lancaster G (2008), Research Methods: A Concise Introduction to Research in
Management and Business Consultancy, Elsevier Butterworth Heinemann, UK.
Cui Q and Hastak M (2006), CONTRACTOR’S BIDDING DECISION MAKING THROUGH
AGENT LEARNING: A SYSTEM DYNAMICS MODEL, Joint International Conference
on Computing and Decision Making in Civil and Building Engineering, Canada.
Curtis B, Hefley B and Miller S (2009), People Capability Maturity Model (P-CMM) Version 2,
2nd edition, Technical Report.
D&P Report (2001) European PPP Survey 2001.
Dahmann, F. D. (2003). Correlation between quality management metric and people capability
maturity model. NAVAL POSTGRADUATE SCHOOL MONTEREY CA.
Damster G and Tassiopoulos D (2005), Event Management: A Professional and Developmental
Approach, Juta and Company, South Africa, pp 325.
Davies, A. and Brady, T., 2000. Organisational capabilities and learning in complex product
systems: towards repeatable solutions. Research policy, 29(7), pp.931-953.
De Bruin, T., Freeze, R., Kaulkarni, U. and Rosemann, M., 2005. Understanding the main phases
of developing a maturity assessment model.
De Oliveira, G., Carestiato, G. M and de Souza, V. (2012). Value creation from organizational
project management: a case study in a government agency, Journal of Informatio Systems
and Technology Management, Volume 9, No.3.
deMarrais, Kathleen B. and Stephen D. Lapan. 2004. Foundations for research: Methods of inquiry
in education and the social sciences. Mahwah, NJ: L. Erlbaum Associates. 432p. ISBN:
0805836500
Demir C and Kocabas I (2010), Project Management Maturity Model in Educational
Organizations, Procedia-Social and Behavioral Sciences, World Confeerence on Learning,
Teaching and Administration Papers, Volume 9, pp 1641-1645.
Denscombe, Martyn. 2007. The good research guide for small-scale social research projects. 3rd
ed. Maidenhead, UK: Open University Press. 360 pages. ISBN: 0335220223.
Desai S (2007), Organizational Project Management Maturity Model (OPM3): A Case Study, Idea
Group Inc, USA.
Desbiens F, Moskovits P and Weckerle P (2010), Oracle Webcenter 11G Handbook, Tata
McGraw Hill Education, New Delhi, pp 208.
References
261
Dey, P.K. (2000). Managing projects in fast track- a case of public sector organization in India.
International Journal of Public Sector Management, 13(7): 588-609.
Dominick J R and Wimmer R D (2010), Mass Media Research: An Introduction, Cengage
Learning, USA.
Dooley, David. 2001. Social research methods. 4th ed. Upper Saddle River, NJ: Prentice Hall.
385p. ISBN: 0139554289.
Dooley, K., Subra, A., and Anderson J (2001), "Maturity and its Impact on New Product
Development Project Performance," Research in Engineering Design, 13: 23-29.
Dow W and Taylor B (2010), Project Management Communications Bible, John Wiley & Sons,
USA, pp 100.
Du, J., and El-Gafy, M. (2014). "Using Agent-Based Modeling to Investigate Goal Incongruence
Issues in Proposal Development: Case Study of an EPC Project." ASCE Journal of
Management in Engineering., 10.1061/(ASCE)ME.
Edum-Fotwe' F. T. And McCaffer, R. (March, 2000). Developing project management
competency: perspectives from the construction industry. International Journal of Project
Management, Volume 18, Issue 2, Pages 111-124.
Egemen, M., and Mohamed, A. (2007). "A framework for contractors to reach strategically correct
bid/no bid and mark-up size decisions". Building and Environment, 42, 1373-1385
El-Mashaleh, M. (2013). "Empirical framework for making the bid/no-bid decision". Journal of
Management in Engineering, 29(3), 200-205.
El-Mashaleh, M. S. (2010). Decision to bid or not to bid: a data envelopment analysis approach.
Canadian Journal of Civil Engineering, 37(1), p37-44. doi: 10.1139/L09-119
Emery, P.E. (2001). Bidding to host a major sport event: Strategic Investment or Complete Lottery.
In C. Gratton & I. Henry (Eds.). Sport in the City. The role of sport in economic and social
regeneration (pp. 90-108). Routledge: London.
Eve, Anthony, (2007) "Development of project management systems", Industrial and Commercial
Training, Vol. 39 Issue: 2, pp.85-90
Farrokh, J., & Mansur, A. K (2013), Project Management Maturity Models and Organizational
Project Management Maturity Model (OPM3®): A Critical Morphological
Evaluation. Project management, 2(7), pp 23-33.
Fauzi, S. S. B. M. & Ramli, N. B. (2007), Software Project Management Maturity Assessment
Model to Assess Software Project Management Practices., in Marina L. Gavrilova &
Osvaldo Gervasi, ed., 'ICCSA Workshops' , IEEE Computer Society, , pp. 375-379
References
262
Fedouaki, F., Okar, C., & El Alami, S. (2013). A maturity model for Business Intelligence System
project in Small and Medium-sized Enterprises: an empirical investigation. International
Journal of Computer Science Issues (IJCSI), 10(6), pp 61-68.
Festinger D (2010), Essentials of Research Design and methodology, John & Wiley, New York.
Financial Times (2002) Most local councils lack budgets for big road schemes, Financial Times,
15 February
Fitzgerald.B and Hartnett.G (2005), A study of use of agile methods within Intel in Baskerville.R
et al eds Business agility and IT Diffusion, Proceedings of the IFIP 8.6 Conference,
Atlanta, Springer, NY.
Fortune, J., & White, D. (2006). Framing of Project Critical Success Factors by a Systems Model.
International Journal of Project Management, 24(1), 53–65.
Fraser, P., Moultrie, J. and Gregory, M., 2002. The use of maturity models/grids as a tool in
assessing product development capability. In Engineering Management Conference, 2002.
IEMC'02. 2002 IEEE International (Vol. 1, pp. 244-249). IEEE.
Frese, R., & Sauter, V. (2003). Project Success and Failure: What Is Success, What Is Failure, And
How Can You Improve Your Odds For Success? Retrieved On: 13th Dec 2014.
Fricke, S. E., and A.J. Shenhar. (2000). Managing multiple engineering projects in a manufacturing
support environment. IEEE Transactions on Engineering Management, 47(2):258-268.
Gammelgård, M., Simonsson, M. and Lindström, Å., 2007. An IT management assessment
framework: evaluating enterprise architecture scenarios. Information Systems and E-
Business Management, 5(4), pp.415-435.
Gido J, Clements JP. Successful project management. Ohio:South-Western College Publishing;
1999
Glaser.J (2005), More on management’s role in IT project failure, Healthcare Financial
Management, pp:82-84
Glicken, Morley D. 2002. Social research: A simple guide. Boston, MA: Allyn and Bacon. 282 p.
ISBN: 0205334288.
Gokhale D (2005), PM Competency Mapping, PMI Global Congress Proceedings, Singapore.
Gonzalez N, Marle F and Bocquet J C (2007), Measuring Project Maturity: Example in a French
automotive organization, International Conference on Engineering Design, France, pp 1-7.
Gorog.M and Smith.J (1999), Project Management for Managers, Project Management Institute.
References
263
Gorschek, T., Gomes, A., Pettersson, A., & Torkar, R. (2012). Introduction of a process maturity
model for market‐driven product management and requirements engineering. Journal of
software: Evolution and Process, 24(1), 83-113.
Gottschalk, P., 2009. Maturity levels for interoperability in digital government. Government
Information Quarterly, 26(1), pp.75-81.
Grant, K.P. and Pennypacker, J.S., 2006. Project management maturity: an assessment of project
management capabilities among and between selected industries. IEEE Transactions on
engineering management, 53(1), pp.59-68.
Gravetter F J and Wallnau L B (2010), Essentials of statistics for the behavioral sciences, Cengage
Learning, USA.
Gray, David E. 2004. Doing research in the real world. London, UK: Sage Publications. 422p.
ISBN 0761948783.
Hamidaddin M A, Shafiein A M & Wira, M. (2006). What Competencies Do project Managers
Need?, Universiti Sains Malaysia, Malaysia.
Haugan G T (2010), Project Management Fundamentals: Key Concepts and Methodology: Key
Concepts and Methodology, Management Concepts Inc, Virginia.
Havrland, B., O.M. Jan., V. Krepl. K. Srnec., and P. Kapila. (2001). Projects and Planning. Czech
Agricultural University, Prague, The Czech Republic. Pages: 56-60
Helgesson, Y. Y. L., Höst, M., & Weyns, K. (2012). A review of methods for evaluation of
maturity models for process improvement. Journal of Software: Evolution and
Process, 24(4), 436-454.
Hemmati, A., Hemmati, M., & Ahmadifard, M. (2012). The acquaintance with organizational
maturity model of project management. Middle-East Journal of Scientific
Research, 12(10), 1391-1395.
Hoang.N (2007), Critical Success Factors in Merger and Acquisition Process, retrieved On:13th
Dec 2014.
Holt J and Perry S A (2011), A PRAGMATIC GUIDETO COMPETENCY Tools, Frameworks
and Assessment, BCS The chartered Institute for IT, UK.
Hong, J.C. and Kuo, C.L., 1999. Knowledge management in the learning organization. Leadership
& Organization Development Journal, 20(4), pp.207-215.
Hubbard, M. (2000). Practical assessment of project performance: the "potential impact' approach.
Public administration and Development, 20(5): 385-395
Hyväri, I. (2006). “Success Of Projects In Different Organizational Conditions.” Project
Management Journal. 37(4): 31-41
References
264
Idoro, G. I & Patunola-Ajayi J. B. (2009) ‘Evaluating the strategies for marketing project
management system in the Nigerian construction industry’, Nordic Journal of Surveying
and Real Estate Research, 6(2), pp.25-36.
Infor (2010), TO BID, OR NOT TO BID: PROFITABILITY IS THE QUESTION How project-
based manufacturers answer the challenge with confidence, White Paper, Available at
http://go.infor.com/documents/whitepapers/To_Bid_or_Not_to_Bid_White_Paper.pdf,
accessed on 4th May 2015. Aberdeen Group (2010), Delivering Project Profitability, p. 20
INI (invest Northern Ireland) (2012), Successful Tendering Guide: The tender Process, Successful
tendering Guide.
Jamaluddin R, Chin C M M and Lee C W (2010), Understanding the requirements for project
management maturity models: Awareness of the ICT industry in Malaysia, IEEE
International conference on Industrial Engineering and Engineering Management, Macao,
pp 1573-1577.
Jasmine, K. S and Vasantha R (2010), A new capability maturity model for reuse based software
development process. IACSIT International Journal of Engineering and Technology, 2(1),
112-116
Javed, M. S., Bin Mahmood , A. K., Sulaiman, S. B., Impact of Project Performance Measurement
System on Project Success: A Study Based on NGO Sector of Pakistan, International
Journal of Engineering and Innovative Technology (IJEIT) Volume 1, Issue 3, March 2012
Jing Wu C and Xian Z (2010), PRINCE2 Based Project Management Maturity Model, 2010
International Conference on MASS (Management and Service Science), Wuhan, pp 1-4.
Jorgensen.M and Carelius.J (2010), An Empirical study of software project bidding, Retrieved
On:13th Dec 2014, Retrieved from:
Jung.Y et al (2010), Project management Information systems for CM: current constituents and
future extensions, Retrieved On:13th Dec 2014.
Kang, K. (2009). Software Project Staffing: From empirical and analytical perspectives.
Karim S B A, Rahmin R A A and Danuri M S M (2014), Developing the value management
maturity models (VM3), Journal of Design and Built Environment Vol. 14(1), pp 1-9/
Karim.A (2011), PMIS Factors: An Empirical Study of Their Impact on PMDM performance,
Research Journals.
Kazanjian, R.K. and Drazin, R., 1989. An empirical test of a stage of growth progression model.
Management science, 35(12), pp.1489-1503.
Kemple, Mary. 2000. Review of The good research guide for small-scale social research projects,
by Martyn Denscombe. Journal of Advanced Nursing 31:733.
References
265
Kerzner H R (2005).: Using the Project Management Maturity Model - Strategic Planning for
Project Management (second edition). Wiley, New Jersey
Kerzner H R (2010), Project Management - Best Practices: Achieving Global Excellence, New
Jersey.
Kerzner H R (2013), Project Management: A Systems Approach to Planning, Scheduling, and
Controlling, John Wiley & Sons, USA.
Kerzner H, Thamhain HJ. Project management operating guide-lines: directives, procedures and
forms. New York: Van NostandReinhold; 1986.
Khang, D. B., & Moe, T. L. (2008). Success Criteria and Factors for International Development
Projects: A Lifecycle-based framework. Thailand: School of Management, Asian Institute
of Technology (AIT)
Khoshgofter M and Osman O (2009), Comparison of maturity models, , 2nd IEEE International
Conference on Computer Science and Information Technology, Beijing, pp 297-301.
Khosravi, S., Afshari, H., Ghorbanali, A., Borzabadi, M., & Valipour, M. (2011), Improving
project management competency by using an OPM3 approach.International Proceedings
of Economics Development & Research, 2.
King, J.L. and Kraemer, K.L., 1984. Evolution and organizational information systems: an
assessment of Nolan's stage model. Communications of the ACM, 27(5), pp.466-475.
Kitchenham, B. A., Pickard, L., Linkman, S., & Jones, P. (2005). A framework for evaluating a
software bidding model. Information and Software Technology, 47(11), 747-760.
Kliem.L et al (1997), Project Management Methodology: A Practical Guide for the Next
Millennium, Hardcover
Klimas D (2011), Business Process Maturity Level Determination: A methodological outline,
Volume 80, Issue 2, EKONOMIKA. Lithuania.
Kumar A (2002), Research methodology in social sciences, Sarup & Sons, New Delhi
Kwak, Y. H., & Ibbs, C. W. (2002). Project management process maturity (PM) 2 model. Journal
of management in engineering, 18(3), 150-155.
Kweku Ewusi-Mensah (2005), Critical Issues in Abandoned Information Systems Development
Projects, Magazine Communications.
Levy P S and Lemeshow S (2008), Sampling of populations: Methods and applications, John
Wiley & Sons, New York.
Lewis, J. P. (2007), ‘Fundamentals of Project Management,3 Rd ed, New York: AMACOM
References
266
Li S, Bai S, Feng R and Guo Y (2010), Application of Organizational Project Management
Maturity Model Based on BP Neural Network, International Conference on E-Business
and E-Government, IEEE Publisher, pp 2656-2660.
Lianying, Z., Jing, H., & Xinxing, Z. (2012). The Project Management Maturity Model and
Application Based on PRINCE2. Procedia Engineering, 29, 3691-3697.
Liou, J. C. (2011). On Improving CMMI in an Immature World of Software Development. J. Inf.
Sci. Eng., 27(1), 213-226.
Liu R (2015), A Multi-Agent System of Project Bidding Management Simulation, Available at
http://arxiv.org/ftp/arxiv/papers/1503/1503.06124.pdf, accessed on 5th May 2015.
Lock.D (1996), Project Management, John and Wiley and Sons, NY.
Low, W. W., Abdul-Rahman, H., & Zakaria, N. (2014). The impact of organizational culture on
international bidding decisions: Malaysia context.International Journal of Project
Management
Lowe D (2013), Commercial Management: Theory and Practice , John Wiley & Sons, UK.
Lowe D and Leiringer R (2008), Commercial Management of Projects: Defining the Discipline ,
John Wiley & Sons, UK, pp 8.
Mahnke V and Pedersen T (2012), Governing Knowledge-Processes, Springer Science & Business
Media, Germany.
Maier, A.M., Moultrie, J. and Clarkson, P.J., 2012. Assessing organizational capabilities:
reviewing and guiding the development of maturity grids. IEEE Transactions on
Engineering Management, 59(1), pp.138-159.
Malterud K (2001), Qualitative research: Standards, challenges and guidelines, The Lancet. UK
pp. 483-488.
Marcal, A. S. C., de Freitas, B. C. C., Furtado Soares, F. S., & Belchior, A. D. (2007), Mapping
CMMI project management process areas to SCRUM practices. In Software Engineering
Workshop, 2007. SEW 2007. 31st IEEE, pp. 13-22.
Matrane, O, Okar, C and Talea M (2014), Project Management Maturity in Small and Medium-
Sized Enterprises in Morocco: an empirical investigation, International Journal of
advanced studies in Computer Science and Engineering, Volume 3, Issue 2, pp 38-46.
Meredith, J. R., J. Samuel., and J. R. Mantel. (1995). Project management: A managerial approach.
3rdedition. John Wiley & Sons. Inc. New York. Page: 308.
Meredith.J.R and Mantel.S.J (2006), Project Management, John and Wiley Sons, Hoboken.
References
267
Merriam, S. B. (2009). Qualitative research: A guide to design and implementation. Jossey-Bass:
San Francisco, p 77
Merriam, S. B. (2009). Qualitative research: A guide to design and implementation. Jossey-Bass:
San Francisco, p 77
Mieritz L, Fitzgerald D and Gornolski B (2007), Toolkit best practices: Program and Potfolio
Management Maturity Model, Gartner RAS Core Research,
Miller, Delbert C., and Neil J. Salkind. 2002. Handbook of research design and social
measurement. 6th ed. Thousand Oaks, CA: Sage Publications. xxii, 786p. ISBN:
0761920463.
Milosevic.D (2003), Project management Toolbox: tools and techniques for the practising project
manager, John and Wiley sons, Hooken
Mitchell, J.T., 1983. When disaster strikes: The critical incident stress debriefing process. In
Journal of emergency medical services (pp. 36-39).
Mo J P T, Bil C and Sinha A (2015), Engineering Systems Acquisition and Support, Elsevier, UK.
Monavvarian, A. and Khamda, Z., 2010. Towards successful knowledge management: people
development approach. Business Strategy Series, 11(1), pp.20-42.
Morris T (2006), Social work research methods: Four alternative paradigms, SAGE, London.
Mullaly, M., 2006, August. Longitudinal analysis of project management maturity. Project
Management Institute.
Muller, R. & Turner, R.(2007) ‘Matching the project manager’s leadership style to project type’.
International Journal of Project Management, 25(4), pp. 21-32, DOI:10.1016/
j.ijproman.2006.04.003, Science Direct database,
Murray A and Ward M (2007), Improving project performance using the PRINCE2 maturity
model (P2MM), The Stationary Office, Edinburg, pp 26.
Nennin M E, Arnone V, Boccardelli P and Napolitano I (2014), How to Increase the Value of the
Project Management Maturity Model as a Business-oriented Framework, International
Journal of Engineering Business Management, Open Access Article, USA.
Neuman, W. Lawrence. 2006. Social research methods: Qualitative and quantitative approaches.
6th ed. Boston, MA: Allyn & Bacon. 592p. ISBN: 0205457932.
Neverauskas, B., & Railaite, R. (2013). FORMATION APPROACH FOR PROJECT
MANAGEMENT MATURITY MEASUREMENT. ECONOMICS AND
MANAGEMENT, 18(2), 360-365.
References
268
Nickson D (2008), Chapter 2: Roles and Responsibilities, Available at
https://www.ashgate.com/pdf/SamplePages/bidmanch2.pdf, accessed on 4th May 2015.
OECD (2015), GUIDELINES FOR FIGHTING BID RIGGING IN PUBLIC PROCUREMENT
Helping governments to obtain best value for money, Available at
http://www.oecd.org/competition/cartels/42851044.pdf, accessed on 22nd April 2015.
Ofori.F (2013), Project Management Practices and Critical Success Factors-A Developing Country
Perspective, International Journal of Business and Management, vol 8, no 21.
OLATEJU, O. I. (2011). PROJECT MANAGEMENT PRACTICE IN NIGERIAN PUBLIC
SECTOR – AN EMPIRICAL STUDY. Australian Journal of Business and Management
Research, 1(8), pp. 01-07.
Olateju.I et al (2011), Project Management Practice in Nigerian Public Sector-An Empirical Study,
Australian Journal of Business and Management Research, vol 1, no 8.
Parker M J (2000), PPC Management, Clinton Gilkie, UK.
Pasian, B., Sankaran, S., & Boydell, S. (2012). Project management maturity: a critical analysis of
existing and emergent factors. International Journal of Managing Projects in
Business, 5(1), 146-157.
Pasian, B., Sankaran, S., & Boydell, S. (2012). Project management maturity: a critical analysis of
existing and emergent factors. International Journal of Managing Projects in
Business, 5(1), 146-157.
Patel, B. M. (2008) ‘Project Management: Strategic financial planning, evaluation and control’;
New Delhi, Vikas Publishing House PVT Ltd.
Patel, C and Ramachandran, M. (2009). Agile maturity model (AMM): A Software Process
Improvement framework for agile software development practices. Int. J. of Software
Engineering, IJSE, 2(1), 3-28.
Paulk, M., 1993. Capability maturity model for software. Encyclopedia of Software Engineering.
Pells, D (2003): The Maturing of Project Management. PM World Today Web Magazine, Sept.-
Oct.2003,
Pesic, A. M. (2009), Business process management maturity model and Six Sigma: An integrated
approach for easier networking. InProceedings of the international conference on
economics and management of networks, EMNet. Springer, Sarajevo (Vol. 19, pp. 3-5).
Pfeffer, J., 1998. The human equation: Building profits by putting people first. Harvard Business
Press.
Philbin, S.P., 2008. Bid management: A systems engineering approach. The Journal of High
Technology Management Research, 19(2), pp.114-127.
References
269
Phillips, J. Project management professional study guide.2nd Edition, McGraw Hill, California,
2006
Pinto, J.K. (2007) Project Management: Achieving Competitive Advantage, Upper Saddle River,
NJ: Pearson Education.
PMBook (2015), Chapter 8. Construction Pricing and Contracting, Available at
http://pmbook.ce.cmu.edu/08_Construction_Pricing_and_Conctracting.html, accessed on
5th May 2015.
PMI (2008). A Guide to the Project Management Body of Knowledge (PMBOK).4th Ed., .Project
Management Institute (PMI). Newtown Square. PA., U.S.A.
PMP (2003), Chapter 12: Introducing Project Procurement Management, Available at
http://www.euroi.ktu.lt/lt/images/stories/Paskaitos/ch12.pdf, accessed on 5th May 2015.
Powell, Ronald R. 2004. Review of Handbook of research design and social measurement, 6th
ed., by Delbert C. Miller and Neil J. Salkind. Library & Information Science Research
26:110.
PPIAF (2006), Approaches to Private Participation in Water Services: A Toolkit, World Bank,
Washington, pp 179-180.
PPIMS (2015), Facility Services Project Management Methodology Framework, Available at
http://ppims.services.mcmaster.ca/pplant/documents/PMM.pdf, accessed on 5th May
2015.
Prananto, A., McKay, J. and Marshall, P., 2003. A study of the progression of e-business maturity
in Australian SMEs: Some evidence of the applicability of the stages of growth for e-
business model. PACIS 2003 Proceedings, p.5.
Price.A (1997), A Practical Handbook, Professional Series.
Pro-core (2015), Features of Pro-core, Available at
https://www.procore.com/features/bidding.php, accessed on 5th May 2015.
Project management (1997), Project management, Retrieved On:12th Dec 2014, Retrieved from:
http://beeindia.in/energy_managers_auditors/documents/guide_books/1Ch7.pdf
Pugh, D.S., 1983. Studying organizational structure and process. Beyond method: Strategies for
social research, pp.45-56.
Puri, D., & Tiwari, S (2014), Evaluating The Criteria for Contractors’ Selection and Bid
Evaluation, International Journal of Engineering Science Invention, Volume 3, Issue 7, pp
44-48.
PWS (2009), Procurement Processes and Tools, Procurement Guidelines.
References
270
Rad P F an Anantatmula V S (2010), Successful Project Management Practices, Emerald Group
Publishing, UK, pp 24.
Rapaccini, M., Saccani, N., Pezzotta, G., Burger, T., & Ganz, W. (2013). Service development in
product-service systems: a maturity model. The Service Industries Journal, 33(3-4), 300-
319.
Raymond.L and Bergeron.F (2008), PMIS: An Empirical Study of their Impact on Project
Managers and Project Success, International Journal of Project Management
Redish, Janice. 2005. Review of Doing research in the real world by David E. Gray. Technical
Communication 52:376.
Reed, Richard, Lemak, David J, Mero, Neal P, (2000), “Total quality management and sustainable
competitive advantage”, Journal of Quality Management, Volume 5, Issue 1, Spring 2000,
Pages 5-26
Rendon R G (2006), Measuring Contract Management Process Maturity: A Tool for Enhancing
the Value Chain, 91st Annual International Supply Management Conference,
Saeed, G., Z. Linhart, and I. Ticha. (2001). Competitiveness in product and services development
and marketing using project as strategic tool. 16th International Conference on Production
Research (ISPR-16). 29 July - 3 August, Prague, the Czech Republic. Page: 53.
Saunders M, Lewis P and Thornhill A (2007), Research Methods for Business Students, Prentice
Hall Financial Times, New York.
Sekaran, U.M., 1984. Research methods for managers: A skill building approach. JOHN WILEY
& SONS, INC., 605 THIRD AVE., NEW YORK, NY 10158, USA, 1984, 352.
Shane, J. S., & Busch, T (2011). Project Management Tools for Design-Bid-Build Mega-Projects,
47th ASC Annual International Conference Proceedings.
Shepard, L.A., 2000. The role of assessment in a learning culture. Educational researcher, 29(7),
pp.4-14.
Smedlund, A., 2008. The knowledge system of a firm: social capital for explicit, tacit and potential
knowledge. Journal of knowledge management, 12(1), pp.63-77.
Smith T M F (1983), On the validity of inferences from nonrandom sample, Journal of the Royal
Statistical Society, Series A (General) 146: 394-403.
Smyth H (2014), Market Management and Project Business Development, Routledge, New York,
pp 63.
Soares F S F and De Lemos Meira S R (2014), AP3M-SW – An Agile Project Management
Maturity Model for Software Organizations, The Ninth International Conference on
Software Engineering Advances.
References
271
Spałek, S. (2014). Assessing project management maturity in the area of knowledge management
in select companies. International Journal of Economics, Finance and Management
Sciences; Volume 2, Issue 2, pp 164-170.
Sproull, N. (1988). Handbook of research methods: A guide for practitioners and students in the
social sciences (2nd ed.). Lanham, MD: Scarecrow Press.
Stader, J., 1997. An intelligent system for bid management. Artificial Intelligence Applications
Institute, University of Edinburgh.
Stake, R.E., 1995. The art of case study research. Sage.
Sukhoo, A., Barnard, A., Eloff, M. M., & Van der Poll, J. A. (2007). An evolutionary software
project management maturity model for Mauritius.Interdisciplinary Journal of Information,
Knowledge, and Management, 2, 99-118.
Supic H (2005), Project management maturity of selected organizations in Croatia, Proceedings
of 8th International Conference on Telecommunications, Volume 2, pp 647-653.
Szakonyi, R., 1994. Measuring R&D Effectiveness—I. Research-Technology Management, 37(2),
pp.27-32.
Think Project (2015), Tender Management Module, Available at https://www.thinkproject.com/ ,
22nd April 2015.
Toader.C et al (2010), The Main Causes Which Lead to Success or Failure of a Project, Animal
Science and Biotechnologies, 43(2).
Toccoli, S., Muzio, G. (2010). "The Concept of Practice in the People Capability Maturity Model
," Proceedings > Proceedings of ALPIS . Sprouts: Working Papers on Information
Systems, 10-23.
Todd, Roy. 1999. Review of The good research guide for small-scale social research projects, by
Martyn Denscombe. Sociology -The Journal of the British Sociological Association
33:839. Of the 3rd edition:
Trasobares, M. (2012). Assessing sub-process maturity: An action research study of an
organizational sub-process, Master Program in Business and Management.
Travers M (2001), Qualitative research through case studies, SAGE, London
Turner J R, Keegan A and Crawford L (2000), Learning by Experience in the Project Based
Organization, ERIM REPORT SERIES RESEARCH IN MANAGEMENT, Netherlands.
Ulrich, D. and Smallwood, N., 2004. Capitalizing on capabilities. Harvard business review,
pp.119-128.
References
272
Uprichard, Emma. 2004. Review of Handbook of research design and social measurement, 6th
ed., by Delbert C. Miller and Neil J. Salkind. Sociology - The Journal of the British
Sociological Association 38:407.
Van de Ven, A.H. and Poole, M.S., 1995. Explaining development and change in organizations.
Academy of management review, 20(3), pp.510-540.
Van Looy, A., De Backer, M., & Poels, G. (2011). Questionning the design of business process
maturity models. In 6th SIKS/BENAIS Conference on Enterprise Information Systems
(EIS-2011) (Vol. 800, pp. 51-60). CEUR WS. org.
VanBoskirk S (2012), The Forrester Wave: Bid Management Software Providers, Forrester
Research, USA.
Vergopia, C. (2008). Project review maturity and project performance: an empirical case study.
ProQuest.
Vogt, Paul. 2001. Review of Social research methods, 4th ed., by David Dooley. Education
Review. http://edrev.asu.edu/reviews/rev121.htm.
Von Glinow, M.A., 1983. Incentives for controlling the performance of high technology and
professional employees. IEEE Transactions on Systems, Man, and Cybernetics, (1), pp.70-
74.
Wanous, M., Boussabaine, A., and Lewis, J. (2000). "To bid or not to bid: a parametric solution".
Construction Management and Economics, 18, 457-466.
Wazed M A and Ahmed S (2009), Project Management Maturity Model (PMMM) In Developing
Online Statistica Process Control Software: An Integrated Approach, Journal of Applied
Science Research, 5 (11), pp 1904-1914.
Weldemariam, T. T. (2013). Assessment of project management capability-(A case study at
Mesfin Industrial Engineering PLC, Mekelle–Ethiopia.
White.D and Fortune.J (2002), Current Practice in Project Management-an Empirical Study,
International Journal of Project Management, 20, 1-11.
Wilkinson. S (2001), an analysis of the problems faced by project management companies
managing construction projects", Engineering, Construction and Architectural
Management, Vol. 8 Iss: 3, pp.160 – 170
Wysocki R K (2004), Project Management Process Improvement, Artech House, Norwood.
Wysocki, R. K., Beck, Jnr. R., & Crane, D. B. (2000). Effective Project Management (2nd ed.).
New York: John Wiley & Sons, Inc
Yeo, K. T. (2002). Critical Failure Factors in Information System Projects. International Journal
of Project Management, 20(3), 241–6.
References
273
Yetton, P., A. Martin., R. *Sharma. and K. Johnston. (2000). A model'of information systems
development project performance. Information Systems Journal, 10(4): 263-289.
Yimam, A. H. (2011). Project management maturity in the construction industry of developing
countries (the case of Ethiopian contractors). UNIVERSITY OF MARYLAND,
COLLEGE PARK.
Yin, R.K., 1984. Applied social research methods series Case study research: Design and methods.
Zaharias, P., Samiotis, K. and Poulymenakou, A., 2001, June. Learning in Knowledge-intensive
Organisations: Methods and Tools for Enabling Organisational Learning Processes. In 7th
international conference on concurrent enterprising, Bremen.
Zeb, J., Froese, T., & Vanier, D. (2013). Infrastructure Management Process Maturity Model:
Development and Testing. Journal of Sustainable Development, 6(11), p1.
Zielinski, D. (2005). Soft skills, hard truths. Training, 42(7), 18-22.